The New BSC - IPM 2009

2,152 views

Published on

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,152
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
104
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

The New BSC - IPM 2009

  1. 1. AIESEC Balanced Scorecard 2009 Revision
  2. 2. When the Scorecard is not in place
  3. 3. When the Scorecard is in place
  4. 4. Quality Growth Consistency Bigger and Better
  5. 5. Strategy
  6. 6. What is strategy? <ul><ul><li>Gives focus & direction to organization’s activities; </li></ul></ul><ul><ul><li>Helps define what not to focus on, what not to do; </li></ul></ul><ul><ul><li>Aims to create a unique competitive position in the long-run </li></ul></ul>
  7. 7. STRATEGY CHOICES Product Leadership Product Customer <ul><ul><li>Revolutionary and unique products/service </li></ul></ul><ul><ul><ul><li>Superior quality </li></ul></ul></ul><ul><ul><ul><li>Superior functionalty </li></ul></ul></ul><ul><ul><li>Develop products and then create customer demand, educate the market </li></ul></ul>Cost Business Logic Market Position <ul><ul><li>Individualism </li></ul></ul><ul><ul><li>Enterprize </li></ul></ul><ul><ul><li>Risk-taking </li></ul></ul><ul><ul><li>Fantasy – unconventional thinking </li></ul></ul><ul><ul><li>Knowledge </li></ul></ul>Values
  8. 8. Balanced Scorecard
  9. 9. What is Balanced Scorecard? The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications , and monitor organization performance against strategic goals. BSC Institute.org
  10. 10. Why does AIESEC need a BSC? <ul><ul><li>Gives direction and focus to countries; </li></ul></ul><ul><ul><li>Ensure global alignment of what we are and what we have to do; </li></ul></ul><ul><ul><li>To have clear steps to achieve our goals. </li></ul></ul>
  11. 11. Steps of a BSC implementation Balanced Scorecard <ul><li>Translating and clarifying the vision and strategy: </li></ul><ul><ul><li>Clarifying the vision; </li></ul></ul><ul><ul><li>Establishing consensus. </li></ul></ul><ul><li>Communicating and setting links: </li></ul><ul><ul><li>Communication and setting links; </li></ul></ul><ul><ul><li>Setting goals; </li></ul></ul><ul><ul><li>Linking reward to performance assessment. </li></ul></ul><ul><li>Planning and setting goals: </li></ul><ul><ul><li>Setting goals; </li></ul></ul><ul><ul><li>Aligning strategies initiatives; </li></ul></ul><ul><ul><li>Allocating resources; </li></ul></ul><ul><ul><li>Setting reference points. </li></ul></ul><ul><li>Feedback and strategic learning: </li></ul><ul><ul><li>Developing the holistic view; </li></ul></ul><ul><ul><li>Improve the strategic feedback; </li></ul></ul><ul><ul><li>Facilitate the strategic review and feedback. </li></ul></ul>
  12. 12. The AIESEC Way AIESEC 2010 Strategic triangle and numeric goals Product Leadership Balanced Scorecard (CSFs & KPIs) BSC design PROCESS Goals Strategy Execution & Management Mission Vision
  13. 13. Business logic models Finance Customer Process Innovation Employee Finance Customer Process Innovation Employee Finance Customer Process Innovation Employee Society Finance Customer Process Employee “ How the business perspectives are arranged in a Scorecard is adjusted to the business logic of the organization” Traditionally, profit organizations perspectives are arranged as
  14. 14. Business Logic AIESEC of <ul><li>Our new understanding… </li></ul><ul><ul><li>Our IT platforms and members build the capacity needed to execute our internal processes </li></ul></ul><ul><ul><li>The excellence of our processes enable the organization to run its operations to fulfill the needs of our customers ensuring the financial sustainability of AIESEC </li></ul></ul><ul><ul><li>By providing leadership experiences, international exchanges and a global learning environment, we develop individuals for a positive impact on society </li></ul></ul><ul><ul><li>The new business logic drives the operations and strategy of the organization towards the AIESEC Way </li></ul></ul>CUSTOMERS SUSTAINABILITY THE WAY WE DO IT INTERNAL PROCESSES LEARNING & CAPACITY
  15. 15. The New Strategy Map
  16. 16. THE WAY WE DO IT HIGH VOLUME OF HIGH QUALITY @XP S IMPACT INCREASING EXCHANGE XP S PROVIDING HIGH QUALITY AIESEC XP S GENERATING LEADERSHIP XP S RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEW MANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS SUSTAINABILITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS
  17. 17. SUSTAINABILITY THE WAY WE DO IT HIGH VOLUME OF HIGH QUALITY @XP S IMPACT INCREASING EXCHANGE XP S PROVIDING HIGH QUALITY AIESEC XP S GENERATING LEADERSHIP XP S RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEW MANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS
  18. 18. Understanding the CSFs
  19. 19. Learning & Capacity PERSPECTIVE
  20. 20. RECRUITMENT AND INDUCTION K ey P erformance I ndicators 1. Number of members 2. New members recruited X New members planned to be selected in selection process (%) “ ” We have quality recruitment and induction processes that ensure we have the right people to run the organization and meet our goals . 1. Number of applications received 2. Number of members recruited Processes Performance Indicators Processes Talent Promotion Talent Selection Talent Planning Talent Induction
  21. 21. MANAGING TALENT K ey P erformance I ndicators 1. Retention rate of members (TR stage) 2. Number of members with job description “ ” Our people are allocated in the best roles for their development and for the organisation’s performance . 1. % of members that reviewed the career plan in the quarter 2. % of members that have a mentor Processes Talent Allocation Talent Goal Setting & Orientation Processes Performance Indicators
  22. 22. IT INFRASTRUCTURE Processes K ey P erformance I ndicators 1. % of members who can access the needed IT systems to perform the job description “ ” Administration of IT Systems Accessibility We have the access to the needed Information technology resources to run our activities and processes.
  23. 23. Internal Processes PERSPECTIVE
  24. 24. GOVERNANCE & ACCOUNTABILITY Processes 1. Legality of exchange program (MC) 2. Do you have an external body with holds you accountable to your plan? “ ” External Board Management Internal & External Reporting Legal Compliance By aligning our operations with legal and financial aspects, we ensure the transparency and quality of our organisation. 1. Number of reports based on plan for the internal audience K ey P erformance I ndicators Processes Performance Indicators
  25. 25. MANAGING INFORMATION K ey P erformance I ndicators 1. Overall satisfaction of members with information available to perform their job “ ” We manage information to run our operations, facilitate communications and ensure continuity. Processes Usage of IT systems Internal Communication Knowledge Management
  26. 26. PLANNING & REVIEW Processes “ ” We have planning & review processes that support our people in the achievement of our personal and organizational goals. Plan & Budget Reward & Recognition Talent Performance Appraisal Organisational Performance Management 1. Do you have a R&R based on organizational performance? 2. How many members receive performance appraisal in 3 months? 3. Do you have a long term plan? K ey P erformance I ndicators 1. % of organizational goals achieved Processes Performance Indicators
  27. 27. RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI K ey P erformance I ndicators “ ” The relationship with our partners and alumni results in a high retention and engagement towards the organizational activities. 1. Retention rate of partners (without TN Takers) 2. Number of alumni with up to date information on a DB (contacts, current organization and position)? Processes Account Management Alumni Management
  28. 28. MARKET ANALYSIS K ey P erformance I ndicators 1. How often do you run a competitive analysis? 2. Do you run a brand audit at least once a year? “ ” We know our position in the market and we are able to identify the best opportunities for AIESEC to capitalize on. Processes Brand perception External Research Analysis of Supply & Demand Market Segmentation
  29. 29. Customers PERSPECTIVE
  30. 30. EXTERNAL POSITIONING FOR STUDENTS & ORGANISATIONS Processes K ey P erformance I ndicators 1. Number of media appearances 2. Number of visitors in your local/national website “ ” We are able to position AIESEC effectively in order to secure maximum benefit from the right target audiences. Promotion & Marketing Public Relations 1. Number of external forums and events attended Processes Performance Indicators
  31. 31. CAPITALIZING ON NETWORKS, MARKETS AND ISSUES Processes K ey P erformance I ndicators 1. Number of TN Raised 2. Amount of money received from individual alumni donations and partnerships resulting from Alumni support “ ” We increase the quality and quantity of diverse AIESEC Experiences by making properly use of our networks, markets and relevant issues. Sales Management and TN Raising Product Positioning Product Development Capitalize on Alumni network 3. Number of TNs Raised from alumni contacts 4. Conversion rate on sales Processes Performance Indicators
  32. 32. OFFERING THE RIGHT OPPORTUNITY Processes K ey P erformances I ndicators 1. Number of EPs Raising 2. Average applicants for leadership positions in the period “ ” We offer the right opportunities to our members to ensure they will develop themselves through the AIESEC Experience. Internal Promotion for X & EP Raising Internal Promotion for LR & LR Offered 1. Number of leadership positions offered in the quarter Processes Performance Indicators
  33. 33. Sustainability PERSPECTIVE
  34. 34. FINANCIAL HEALTH & SUSTAINABILITY Processes K ey P erformance I ndicators 1. % of expenses covered by operational revenues 2. Number of months of reserve “ ” By running our operations we are financially healthy. Revenue Generation Reserves and investment Management 1. % of reserves generated from exchange 2. Do you have a long term financial plan? 3. Amount of money raised from partnerships (including supporters) (MC) Processes Performance Indicators
  35. 35. The way we do it PERSPECTIVE
  36. 36. INCREASING EXCHANGE XP S K ey P erformance I ndicators 1. Number of EP Realized 2. Number of TN Realized “ ” We are continuously increasing the number of exchange experiences we deliver to our members and to the market. Processes Exchange Servicing Exchange Matching 1. Delivery Time of EPs 2. Delivery Time of TNs 3. Realization rate of EPs 4. Realization rate of TNs Processes Performance Indicators
  37. 37. GENERATING LEADERSHIP EXPERIENCES Processes K ey P erformance I ndicators 1. Number of members with leadership experience completed “ ” We generate leadership experiences required to meet the needs of the organization and the expectations of our members. Organizational structure revision
  38. 38. QUALITY OF AIESEC EXPERIENCES Processes K ey P erformance I ndicators 1. Quality index performance 2. Number of members that are completing both X & LR experiences in the period “ ” We deliver high quality experiences to our members. AIESEC Experiences Quality Measurement Competency Management
  39. 39. Map Overview
  40. 40. RECRUITMENT & INDUCTION Talent Promotion Talent Selection MANAGING TALENT Talent Allocation GOVERNANCE & ACCOUNTABILITY External Board Management Internal & External Reporting Accessibility RELATIONSHIP MANAGEMENT Account Management PLANNING & REVIEW Plan & Budget Organizational Performance Management MANAGING INFORMATION Knowledge Management Internal Communication Usage of IT Systems CAPITALISING ON NETWORKS, MARKETS AND ISSUES Sales Management and TN Raising Product Positioning Product Development Alumni management MARKET ANALYSIS Analysis of Supply & Demand Segmentation Brand perception Research INCREASING EXCHANGE XP S Exchange Matching Exchange Servicing QUALITY OF AIESEC XP S Competency Management AIESEC XPs Quality Measurement LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY Organizational Structure Revision Internal Promotion for X & X Raising GENERATING LEADERSHIP XP S Talent Planning Talent Induction Administration IT Systems CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY THE WAY WE DO IT IMPACT Legal Compliance CSFs Processes Alumni network capitalization Reward & Recognition Talent Performance Appraisal GIVING THE RIGHT OPPORTUNITY Talent Goal Setting & Orientation Revenue generation FINANCIAL SUSTAINABILITY Internal Promotion for LR and LR Offered SUSTAINABILITY Reserves & investment management IT INFRASTRUCTURE EXTERNAL POSITIONING TO STUDENTS & ORGANISATIONS Public Relations Promotion & Marketing
  41. 41. Do I need to focus in all CSFs? Processes?
  42. 42. Case Study
  43. 43. THE WAY WE DO IT HIGH VOLUME OF HIGH QUALITY @XPS IMPACT INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITING AND INDUCTING TOP TALENTS RIGHT TALENT DOING THE RIGHT ACTIVITY CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI EFFECTIVE PLANNING TO SUPPORTING GOALS’ ACHIEVEMENT MANAGING INFORMATION TO ENSURE CONTINUITY ACCESS TO THE NEEDED IT STRUCTURE GOVERNANCE & ACCOUNTABILITY OUR OPERATIONS ENSURE FINANCIAL SUSTAINABILITY UNDERSTANDING THE MARKET TO IDENTIFY THE BEST OPPORTUNITIES SUSTAINABILITY EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS
  44. 44. RECRUITMENT & INDUCTION Talent Promotion Talent Selection MANAGING TALENT Talent Allocation GOVERNANCE & ACCOUNTABILITY External Board Management Internal & External Reporting Accessibility RELATIONSHIP MANAGEMENT Account Management PLANNING & REVIEW Plan & Budget Organizational Performance Management MANAGING INFORMATION Knowledge Management Internal Communication Usage of IT Systems CAPITALISING ON NETWORKS, MARKETS AND ISSUES Sales Management and TN Raising Product Positioning Product Development Alumni management MARKET ANALYSIS Analysis of Supply & Demand Segmentation Brand perception Research INCREASING EXCHANGE XP S Exchange Matching Exchange Servicing QUALITY OF AIESEC XP S Competency Management AIESEC XPs Quality Measurement LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY Organizational Structure Revision Internal Promotion for X & X Raising GENERATING LEADERSHIP XP S Talent Planning Talent Induction Administration IT Systems CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY THE WAY WE DO IT IMPACT Legal Compliance CSFs Processes Alumni network capitalization Reward & Recognition Talent Performance Appraisal GIVING THE RIGHT OPPORTUNITY Talent Goal Setting & Orientation Revenue generation FINANCIAL SUSTAINABILITY Internal Promotion for LR and LR Offered SUSTAINABILITY Reserves & investment management IT INFRASTRUCTURE EXTERNAL POSITIONING TO STUDENTS & ORGANISATIONS Public Relations Promotion & Marketing
  45. 45. Next Steps <ul><ul><li>Training at IPM </li></ul></ul><ul><ul><li>Training at XPROS </li></ul></ul><ul><ul><li>Support Materials (Templates, guides and so on) </li></ul></ul><ul><ul><li>Country Visit </li></ul></ul><ul><ul><li>IC </li></ul></ul>

×