Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
A Global Perspective on Alignment:
Looking Over the Horizon
Mitchell Weisberg
April 1, 2014
©1997-2012 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
Performance without Alignment
Low
Level
Returns
6
Why is Alignment Important?
High Value
Results
Performance of Aligned Or...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without per...
9
Challenge of the 1990’s:
“How to get better control over
performance and make it more
predictable…”
10
Benefits
Align the organization
Insight into operations’ effectiveness
Reporting capability
Gave organizations the abil...
11
Challenge of the 2000’s:
“How to use the methods of the
1990’s to better align the
organization and drive better
result...
12
Benefits
• Enables well-informed, insightful FACT-BASED
business decisions
• Timely view of response to management
acti...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without per...
17
Big Data and Predictive Analytics
Enable Greater Performance
Ability to Control
AbilitytoKnow
Unknown
Known
Uncontrolla...
18
Big Data Extends Your Intelligence
Into the Market
Business
Department
Organization
Competitive
Environment GLOBAL
STRA...
19
Predictive Analytics Expose Emerging
Patterns
20
Statistics vs Predictive Analytics
• Statistics Describe History
• Predictive Analytics are Actionable
Strategy Map with Predictive Analysis
Customer
Perspective
Internal
Process
Perspective
What do our
customers expect
fromT...
22
Extend Your Reach
• Extending the horizon
– Predictive analytics
– Big data
• Engaging the organization…
and beyond
– P...
23
Benefits
• Optimize performance for results in current and
future
• Proactively respond to opportunities or avoid
threa...
©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without per...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy witho...
Upcoming SlideShare
Loading in …5
×

A Global Perspective on Alignment: Looking Over the Horizon Mitchell Weisberg

492 views

Published on

Bsi user conference, Mitchell Weisberg
A Global Perspective on Alignment: Looking Over the Horizon considers the need to incorporate predictive analytics in your balanced scorecard methodology and reporting to manage in the dynamic global business world.

Published in: Business
  • Be the first to comment

A Global Perspective on Alignment: Looking Over the Horizon Mitchell Weisberg

  1. 1. A Global Perspective on Alignment: Looking Over the Horizon Mitchell Weisberg April 1, 2014
  2. 2. ©1997-2012 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 2 • Director: International Business, Balanced Scorecard Institute • Global Practice Leader of Performance Management at HP, Arthur D. Little and at Nolan, Norton/KPMG. Group Director of Strategic Planning-Motorola; Managing Director-Lumen, Inc. • Over 30 years of thought leadership and experience in performance management, balanced scorecard and strategic planning • Faculty, Northeastern University – Strategic Management in Healthcare • Member of team that developed the Balanced Scorecard with Norton and Kaplan • BS (Cornell University-Mechanical/Biomedical Engineering); MS (University of North Carolina, School of Public Health in Organizational Change and Health Behavior); Advanced Marketing Management Executive Program (Wharton School) Mitchell Weisberg
  3. 3. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. Today’s Objectives • Gain a perspective on our Performance Management Journey – Current strategic alignment and organizational performance – Future enhancements to alignment which enable higher performance
  4. 4. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 4 Insight to Higher Performance Align with the strategy to: • Focus resources where they REALLY matter • Set priorities and reduce projects rationally according to strategic goals • Actively monitor and management results delivery • See and respond to emerging and existing challenges
  5. 5. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 5 Excellent Execution Requires Alignment • Everyone uses the same language • Line-of-sight between activities and decisions to strategy and vision • Logical alignment of vision, strategy, programs, budget and people • Resources aligned with strategic objectives 
  6. 6. Performance without Alignment Low Level Returns 6 Why is Alignment Important? High Value Results Performance of Aligned Organization ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.
  7. 7. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 7 In International Markets Alignment is Critical • Rapid responsiveness to market changes • Greater value from customers • Growth and productivity of employees
  8. 8. ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 8 Failure of International Alignment is Costly • Divergent strategies • No synergies and shared growth • Unintended competition
  9. 9. 9 Challenge of the 1990’s: “How to get better control over performance and make it more predictable…”
  10. 10. 10 Benefits Align the organization Insight into operations’ effectiveness Reporting capability Gave organizations the ability to manage the organization and be more efficient
  11. 11. 11 Challenge of the 2000’s: “How to use the methods of the 1990’s to better align the organization and drive better results…”
  12. 12. 12 Benefits • Enables well-informed, insightful FACT-BASED business decisions • Timely view of response to management actions • Increased ability to execute strategy of the organization Gave the organization the ability to align and be more effective
  13. 13. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 13 Agility is Critical in Today’s International Markets • Dynamic markets and trends • Political and social forces • Differing work styles and expectations
  14. 14. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 14 Customers are Dramatically Different • Global market perspective • Not about the competition • Different values and cultures
  15. 15. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 15 Engaged Employees Deliver Higher Productivity • Clear understanding of strategy • Transparency across the organization • Timely decisions and focused actions
  16. 16. ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 16 What’s Next? • Look beyond the organization • Growth beyond consistency • Transformation, not status quo
  17. 17. 17 Big Data and Predictive Analytics Enable Greater Performance Ability to Control AbilitytoKnow Unknown Known Uncontrollable Controllable Ability to Control AbilitytoKnow Unknown Known Uncontrollable Controllable
  18. 18. 18 Big Data Extends Your Intelligence Into the Market Business Department Organization Competitive Environment GLOBAL STRATEGY
  19. 19. 19 Predictive Analytics Expose Emerging Patterns
  20. 20. 20 Statistics vs Predictive Analytics • Statistics Describe History • Predictive Analytics are Actionable
  21. 21. Strategy Map with Predictive Analysis Customer Perspective Internal Process Perspective What do our customers expect fromThe Bank? What processes must we excel at in order to satisfy our customers? Our mission:Be the principal financial partner for our clients Our strategy: Financial Perspective What doesThe Bank needto do to meet budget and financial expectations? Learning & Growth Perspective What new capabilities do we need to develop to drive future performance? Increase revenue and market share Improve value proposition to customer segments Reduce costs Increase quality of loan portfolio Increase customer loyalty Improve customer experience Reduce Administrative Processes Improve risk management Improve segment management Improve risk- return decision making process Improve quality of people Improveability toadapt to external change Innovate with technology Deploy and empower people Increase profit Predictive model shows decreasing customer retention Predictive model identifies new behavior to value
  22. 22. 22 Extend Your Reach • Extending the horizon – Predictive analytics – Big data • Engaging the organization… and beyond – Partners – Customers – Employees
  23. 23. 23 Benefits • Optimize performance for results in current and future • Proactively respond to opportunities or avoid threats – Faster response – Cost avoidance – Retention of key employees • Broader engagement Ability to optimize performance - dynamic alignment
  24. 24. ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 24 ROI = High Performance • Aligned • Engaged • Results … Delivered
  25. 25. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 25 Discussion & Questions 25
  26. 26. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission. 26 Thank You Contact: Mitchell Weisberg Director, International Business mweisberg@balancedscorecard.org Mobile: +1 781-249-3750 Skype: weisbmi 2000 Regency Pkwy. Suite 425 Cary, NC 27518 Follow Mitch @Mitch_Weisberg on Twitter 26

×