28/01/2013 MASTERCLASS WORSHOP W/ ROBERT S. KAPLAN Hotel Mulia Jakarta 18 Januari 2013Executing Strategy:Senior Executives...
28/01/2013Most organizations have difficultyexecuting their strategiesOur Research Identified Four Barriers toStrategy Exe...
28/01/2013The Kaplan-Norton six-stage closed loopmanagement system for Strategy ExecutionA Strategy Map and Balanced Score...
28/01/2013Balanced Scorecard TerminologyInitiatives Are Selected to Help Close thePerformance Gap                         ...
28/01/2013Initiative Mapping Grid ExampleAlignment Framework                                          5
28/01/2013A Cascading Approach Needs to Be EstablishedBefore Aligning Individuals to the Balanced ScorecardAlign employees...
28/01/2013Communicate “seven times seven differentways” to make strategy everyone’s job• Personal relevance brings the str...
28/01/2013Operational Review Meetings:Role for KPI Dashboards• Frequent (daily, twice weekly, weekly)    • Departmental an...
28/01/2013Executives Monitor and Adapt the Strategy atMonthly and Annual Strategy Review MeetingsWhy do organizations fail...
28/01/2013BSC at VW Do BrasilA Continous Processes                               10
28/01/2013Strategy Map: 15 ObjectivesKPI : 44 Measures                                     11
28/01/2013Broad approach for strategy execution          Act to Win Program                Mascot                 Media   ...
28/01/2013Mascot to communicate the strategySeveral medias to achieve all levels                                          ...
28/01/2013The monitor plays a 70 second tutorial aboutsome aspect of the VW do Brasil strategyLearning Map – Rally act to ...
28/01/2013Input Process Ouput OUTCOMERecognition Program    @Video                                       15
28/01/2013Palladium Balanced Scorecard Hall of Fame forExecuting Strategy® By Industry 2000-2011Strategy-Focused (Hall of ...
28/01/2013© 2012 David Norton and Palladium Group, Inc.Managing strategy is managing change                               ...
28/01/2013© 2012 David Norton and Palladium Group, Inc.Making the whole greater than the sum ofthe parts.          Managem...
28/01/2013© 2012 David Norton and Palladium Group, Inc.To make strategy management sustainable, strategymust be imbedded i...
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Balanced Scorecard Master Class Workshop - Jakarta 18 January 2013

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MasterClass with the creator of balanced scorecard - Prof. Kaplan- @Hotel Mulia Jakarta/Indonesia, 18 January 2013.
THE SECRET TO SUCCESSFUL STRATEGY EXECUTION"

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Balanced Scorecard Master Class Workshop - Jakarta 18 January 2013

  1. 1. 28/01/2013 MASTERCLASS WORSHOP W/ ROBERT S. KAPLAN Hotel Mulia Jakarta 18 Januari 2013Executing Strategy:Senior Executives’ #1 Issue 1
  2. 2. 28/01/2013Most organizations have difficultyexecuting their strategiesOur Research Identified Four Barriers toStrategy Execution 2
  3. 3. 28/01/2013The Kaplan-Norton six-stage closed loopmanagement system for Strategy ExecutionA Strategy Map and Balanced Scorecard provides thefoundation for a new strategy execution system 3
  4. 4. 28/01/2013Balanced Scorecard TerminologyInitiatives Are Selected to Help Close thePerformance Gap 4
  5. 5. 28/01/2013Initiative Mapping Grid ExampleAlignment Framework 5
  6. 6. 28/01/2013A Cascading Approach Needs to Be EstablishedBefore Aligning Individuals to the Balanced ScorecardAlign employees to the strategy: Four HRprocesses 6
  7. 7. 28/01/2013Communicate “seven times seven differentways” to make strategy everyone’s job• Personal relevance brings the strategy to life• Sustained communication uses different channels to get the message across • Leadership meetings • CEO random visits to employees • Quarterly Letter • Learning lunches & informal discussions • Intranet • Working groups facilitated by HR • Staff briefingsDashboards articulate the critical link between strategymanagement and operations management 7
  8. 8. 28/01/2013Operational Review Meetings:Role for KPI Dashboards• Frequent (daily, twice weekly, weekly) • Departmental and functional personnel • Identify and solve operational problems (late deliveries, equipment downtime, supplier problems) • Promote continuous improvement (better, faster, cheaper)Convene a Separate (Monthly) StrategyReview Meeting• Role for Balanced Scorecard and Time-Driven ABC Reports• Focus on the performance of objectives NOT measures • Why did we miss the target? • What correcting actions should we consider? • Are initiatives on schedule? • Do you need more resources? • Would an multi-functional task force help? 8
  9. 9. 28/01/2013Executives Monitor and Adapt the Strategy atMonthly and Annual Strategy Review MeetingsWhy do organizations fail to get resultsfrom their Balanced Scorecard programs? 9
  10. 10. 28/01/2013BSC at VW Do BrasilA Continous Processes 10
  11. 11. 28/01/2013Strategy Map: 15 ObjectivesKPI : 44 Measures 11
  12. 12. 28/01/2013Broad approach for strategy execution Act to Win Program Mascot Media Learning Map -Rally Act to Win Recognition ProgramStrategy execution focus: 12
  13. 13. 28/01/2013Mascot to communicate the strategySeveral medias to achieve all levels 13
  14. 14. 28/01/2013The monitor plays a 70 second tutorial aboutsome aspect of the VW do Brasil strategyLearning Map – Rally act to win 14
  15. 15. 28/01/2013Input Process Ouput OUTCOMERecognition Program @Video 15
  16. 16. 28/01/2013Palladium Balanced Scorecard Hall of Fame forExecuting Strategy® By Industry 2000-2011Strategy-Focused (Hall of Fame) OrganizationsUse Five Strategy Execution Principles 16
  17. 17. 28/01/2013© 2012 David Norton and Palladium Group, Inc.Managing strategy is managing change Principle 1: Mobilize Change Through Executive Leadership 1.1 Leaders drive strategy execution 1.2 Executives make the case for change 1.3 Well articulated strategy exists 1.4 Leaders reinforce strategic priorities 1.5 Office of Strategy Management established “Execution is the most unappreciated skill of an effective business leader” Lou Gerstner , Former CEO, IBMYou can’t manage what you can’t describe. Management Best Practice Principle 2: Translate Strategy to Operational Terms 2.1 Strategy translated to strategy map 2.2 Strategy described in Balanced Scorecard 2.3 Targets identified for all measures 2.4 Strategic initiatives rationalized 2.5 Accountability assigned 17
  18. 18. 28/01/2013© 2012 David Norton and Palladium Group, Inc.Making the whole greater than the sum ofthe parts. Management Best Practice Principle 3: Align the Organization to the Strategy 3.1 Corporate role defined 3.2 Enterprise scorecard guides business units 3.3 Business unit scorecards guide support units 3.4 Scorecards align suppliers and/or customers 3.5 Scorecards align Board of Directors© 2012 David Norton and Palladium Group, Inc.Strategy is formulated at the top andexecuted from the bottom. Principle 4: Make Strategy Everyone’s Job 4.1 Strategic awareness created 4.2 Personal goals aligned 4.3 Personal incentives aligned 4.4 Competency development aligned “A real and revolutionary opportunity lies in studying and assessing how well-prepared a company’s people, systems and culture are to carry out its strategy.” Tom Stewart, Editor, Harvard Business Review 18
  19. 19. 28/01/2013© 2012 David Norton and Palladium Group, Inc.To make strategy management sustainable, strategymust be imbedded in the governance process Principle 5: Make Strategy a Continual THE EXECUTION Process PREMIUM Resource Management 5.1 Budget is linked to the strategy 5.2 Planning for HR/IT linked to strategy 5.3 Portfolio of strategic initiatives linked to themes Key Process Management 5.4 Process improvement linked to strategy 5.5 Best practice sharing in place Learning and Control 5.6 Strategy reviewed and adapted on a regular basis 5.7 Data and analytics guide strategyUpps 19

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