The document discusses strategies for fostering organizational alignment through learning and growth. It emphasizes connecting an organization's mission, vision, strategies, and objectives to line operations to bridge the gap between strategy and execution. It also stresses the importance of capturing actual performance data, analyzing discrepancies, and using that data to modify strategies, set new targets, and ensure accountability across the organization.

1. Learning & Growth fostering organizational alignment connects mission, vision, strategies & objectives to line operations bridging the gap between strategy & execution everyone working on what’s important strategy-focused Vision Values Strategies Objectives Actions Targets Data Capture of Actual Performance How are we doing? When things aren’t right, analyse why. Alert Somebody? Ad Hoc Reports Subscription New Ideas Mission Accountability Map New Targets The Balance for incremental, attainable, targets Automate Strategy Model Determine factors affecting customer satisfaction ($250,000 + ? man-yrs.) 3 years!! Modify Strategy Model What happens if we try this? Query Extract/Transform/Load Relational Datastore Slice & Dice Traffic Lighting Emails integrated with Accountability Stucture Maps, 3-D, watersheds Systems With Strategic Data Basic Principles Doing It Computer Tools Map Culture Labour-intensive Integrated Combinations/Partnerships Range checks + BI to View Infrastructure Security Portal BSc measures may involve integrated data (eg. HR/$), and/or corporate culture may require one endorsed data source, dictating the need for a data warehouse! Databases Duplicate checks + BALANCED SCORECARD FRAMEWORK Internal Processes Financial Customer/ Stakeholder Model Maintenance Modeling Business Intelligence Operational/ Legacy New Systems ERP Ways Better New Assignments New Ways Plan Execute Measure/ Monitor Evaluate Query & Reporting OLAP ETL Data Marts/ Warehouse Scorecards Visual-izations Targeted Alerts Analytics Apps Data Cleaning BSc Framework is retro-fitted to existing application portfolio Surveys + Data Mining Business Intelligence Framework Model Benchmarking

2. Vision Values Strategies Objectives Actions Targets Data Capture of Actual Performance How are we doing? When things aren’t right, analyse why. Alert Somebody? New Ideas Mission Accountability Map New Targets Infrastructure Personalized Portal Security Culture Computer Tools Map Lesson #3: Targets lose credibility just like data Lesson #1: Employees must have control Lesson #2: Culture first … then Scorecard Lesson #4: Infrastructure 1 st ; then Scorecard Lesson #5: Plan ahead for new systems Lesson #6: Bite the bullet & clean your data Lesson #7: Use endorsed data sources Lesson #8: Know champ’s real agenda Lesson #11: BI end-to-end, or red stays red Lesson #9: Decision-makers may want analysts’ tools Lesson #10: Don’t love ‘em & leave ‘em … revisit, retrain “ How can I manage without Information?” Lesson #13: The Best for Last *** See next slide *** Lesson #12: Data availability can impact accountabiility buy-in Some Lessons Learned with Business Impact with Real Examples From a Unique View Query & Reporting OLAP Scorecards Visualizations Targeted Alerts From a Technology View “ If no one knows it’s broke, don’t tell them!” ETL Data Warehse Data Cleaning “ If it ain’t broke, don’t fix it!” BALANCED SCORECARD FRAMEWORK Model Maintenance Modeling Business Intelligence Operational/ Legacy New Systems ERP Ways Better New Assignments New Ways Plan Execute Measure/ Monitor Evaluate Reds stay red for 2 years. (e.g. JETS) Some execs don’t trust their data spinners (e.g. Dep. SG) Just give me the alarm balls (e.g. Veronica) Is accountability fair? (e.g. Courts) Does anyone want to know? All red is bad, but so is all green “ Scorecards!! I can’t get my email to work!” BSc is retro-fitted (eg. Customers Lost) Bad data, bad scorecards (e.g. WIN) So which data do I use? (e.g. OPP ORA) Exception Reporting is a paradigm shift (e.g. my wife) Surveys + Data Mining Business Intelligence Framework Model Benchmarking