The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
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. In this presentation, you will learn the principles of Balanced Scorecard and you will explore the core processes of this system.
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
Balanced scorecard approach_Robert S KaplanRanjit Jose
One of the most consistent approaches to ensure that your function is adding the right kind of business value.
The Balance Scorecard has been around for decades now, but still so relevant in the business context.
Credits - Robert S Kaplan & The Havard Business School
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
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. In this presentation, you will learn the principles of Balanced Scorecard and you will explore the core processes of this system.
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
Balanced scorecard approach_Robert S KaplanRanjit Jose
One of the most consistent approaches to ensure that your function is adding the right kind of business value.
The Balance Scorecard has been around for decades now, but still so relevant in the business context.
Credits - Robert S Kaplan & The Havard Business School
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
Forum One Web Executive Seminar Series: Internet Technology Investment Planni...Forum One
This presentation was given by Matt Schuttloffel, the Director of Internet Services at the National Wildlife Federation during Forum One's Web Executive Seminar Series at the National Press Club in Washington DC on June 21st, 2007.More information at http://www.forumone.com/content/calendar/detail/2169 . Contact: Kurt Voelker / kvoelker@ForumOne.com .
Keynote from Architecture World 2009 in Bangalore.
Explores the migration to Outside-In and its impact on the way we measure performance. More on this theme in the webinar series at http://www.bpgroup.org
The Dollars Are in the Details: Measuring the Cost of Requirements Business requirements are a fundamental component in project management because it forms the basis of project and product scope. Development and management of requirements also impact the overall financial success of a project because each requirement comes at a cost. Requirements management and development (RMD) offers an approach for enhanced traceability, visibility and verifiability that can help you avoid unnecessary project costs. This presentation will explain how RMD can increase the quantifiable probability of providing the desired deliverables and expectations to meet overall organization goals and objectives, improve goods and services, enhance governance compliance, develop better aligned and prioritized requirements, and match the right resources with the right competencies.
Seattle Chinese Chamber of Commerce - The US-China RelationshipBenjamin Shobert
What can we say about this key relationship in light of the 2016 Presidential election? What changes should we anticipate? How do we work together to ensure trade and investment between the two countries continues to grow?
Latitude Health, a new affiliate firm of Rubicon Strategy Group, is a leading healthcare consulting firm located in Shanghai. This slide deck introduces their capabilities in more detail.
Washington State Life Science Business Investment Mission to China - October ...Benjamin Shobert
Rubicon Strategy Group has been facilitating a round of meetings in Beijing and Shanghai for Washington state life-science and medical device companies. Our kick-off presentation to the group follows.
The Promise & Peril of China's Healthcare Reforms - February 2014Benjamin Shobert
Mr. Shobert kicked off the event by talking about China’s priorities in the early 1980’s, which then only consisted of massive economic development plans. Shobert discussed how China, like America during the industrial revolution, compromised their personal health for economic wealth. He then spoke about China’s foreign direct investment life cycle. He explained that foreign companies in China are welcomed
when needed, but are eventually shown the door when domestic counterparts are able to replace them.
According to Shobert, this phenomenon has been happening since the medieval days of Chinese emperors and dynasties.
Mr. Shobert extensively talked about the promise of China’s healthcare economy. He talked about the billions of dollars spent by the Chinese on healthcare every year, and he showed a survey that explained how the Chinese value healthcare spending above anything else. He discussed the geographic differences of China, which is one of the biggest countries in the world and the home to 1.3 billion people. He then highlighted how motivated the government is in seeking the best healthcare for all their people.
Shobert also talked about the perils and the challenges of China’s healthcare economy. Initially, he gave generalized comments regarding business laws not being implemented and applied to local companies. He highlighted how global pharmaceutical companies are coping with this disadvantage, and he also touched based on the challenges of building a medical staff/team in China.
Towards the end his speech, Mr. Shobert emphasized the expectations of the Chinese economy. He said he believed that the glory days in the 1990’s and early 2000’s of double digit growth every year have passed, and we could expect China to grow “only” at around 7.5% of its GDP per year.
Nevertheless, he reminded everybody that China is still a land of massive growth, and that big opportunities remain for
companies seeking to do business there.
Developing the right public private partnerships for china's emerging senior ...Benjamin Shobert
What lessons should China learn from the American experience in senior housing during the 1980s and 90s? What is the right role of the Chinese government as regulator of the sector?
An introduction to Myanmar's current healthcare system with an eye on whether the country is ready for meaningful foreign direct investment in the sector.
1. Why Strategy Matters
• Borrowing heavily from Kaplan’s Balanced Scorecard and Strategy Mapping.
• I have taken everyone’s feedback from the meeting on 10/29 and
attempted to place it into a comprehensive strategy map.
• A Harvard Business School study shows that between 70-90% of
businesses attempting a new strategy fail.
• The Balanced Scorecard (BSC) approach nets results in 2-3 years.
• It emphasizes consistent alignment and focus.
• Five principles have to be embraced:
– Translate strategy to operational terms.
– Align the organization to the strategy.
– Make strategy everyone’s everyday job.
– Make strategy a continual process.
– Mobilize change through executive leadership.
2. Introducing Strategy Maps
Financial Perspective
To financially sustain our mission,
what must we focus on?
Customer Perspective
Bottom-Up Process
To achieve our vision, how should we
appear to our customers? What is
that “customer delight” combination of
product, service, pricing, etc.?
Internal Perspective
To satisfy our customers, what
operational processes must we excel at?
What do we need to be better at than
any of our competitors in order to
create “customer delight”?
Learning and
Growth Perspective
How will we sustain our ability Foundation / Multi-Disciplinary
to change and improve? How do we
build a learning, growing company?
May appear to be foundational features or
grounding principles.
4. Learning & Growth Perspective
• Orienting Question: How will we sustain our
ability to change and improve? How do we build
a learning, growing company?
• Divide into 3 areas: human, information &
organizational capital.
Human Capital Information Capital Organizational Capital
• Culture
• Skills • Systems
• Leadership
• Training • Databases
• Alignment
• Knowledge • Networks
• Teamwork
6. Internal Perspective
• Orienting Question: To satisfy our customers, what
operational processes must we excel at? What do we need to be
better at than any of our competitors in order to create
“customer delight”?
Develop Supplier Distribute to
Produce Product Manage Risk
Relations Customers
•Lower cost of ownership.
•JIT delivery.
•Lower cost of production.
•High quality supply. •Financial risk (high credit
•Continuous improvement. •Lower cost to serve.
•New ideas from suppliers. rating).
•Process cycle time. •Responsive delivery time.
•Supplier partnerships. •Operating risk.
•Fixed asset utilization. •Enhance quality.
•Outsource mature non- •Technological risk.
•Working capital efficiency.
strategic products &
services.
8. Customer Perspective
• Orienting Question: To achieve our vision, how should we
appear to our customers? What is that “customer delight”
combination of product, service, pricing, etc.?
• Answer is some combination of the following:
Product / Service Attributes Relationship Image
Selection /
Price Quality Availability Functionality Service Partnership Brand
Breadth
10. Financial Perspective
• Orienting Question: To financially sustain our
mission, what must we focus on?
Long-Term Shareholder Value
Productivity Strategy Growth Strategy Operating Income Strategy
Expand Penetrate
Improve Increase Pursue Streamline
Existing New
Cost Fixed Asset “Lost” O/H
Product Market
Structure Utilization Business
Lines Segments
11. Pulling Together Strategy w/
Implementation … The Balanced
Score Card (BSC)
Keep in mind that these processes & themes (what I
previously called Core Obstacles) can be changed and
added based on your feedback from earlier slides.
12. The Time Realities
of BSC Long-Term Shareholder Value
Operations Customer
Innovation
Management Management
Processes
Processes Processes
Product
Innovation
Shareholder
Value
($) Customer
Management
Operational
Effectiveness
1 2 3 4 5
Time (years)
13. Start w/ Key Definitions - Themes
Financial Perspective
To financially sustain our mission,
what must we focus on?
Product Innovation & Meaningful Line Extension
Re-Energized & Re-Organized Sales Team
Resource Allocation – Placement & Justification
Low-Total Cost Position in Market
Customer Perspective
To achieve our vision, how should we
appear to our customers? What is
that “customer delight” combination of
product, service, pricing, etc.?
Internal Perspective
To satisfy our customers, what
operational processes must we excel at?
What do we need to be better at than
any of our competitors in order to
create “customer delight”?
Learning and
Growth Perspective
How will we sustain our ability
to change and improve? How do we
build a learning, growing company?
May appear to be foundational features or
grounding principles.
15. The BSC Methodology & Template
Strategy Map Balanced Scorecard Action Plan
Process:
Objectives Measurement Target Initiative Budget
Theme:
Financial
Perspective INTENTIONALLY BLANK
Customer
Perspective
Undefined for Now
Internal
Perspective
Learning &
Growth
Perspective
Total Budget $XXXX
16. Low Total-Cost Position in Market
Strategy Map Balanced Scorecard Action Plan
Process: Operations Management
Objectives Measurement Target Initiative Budget
Theme: Low Total-Cost Market Position
Financial Improve Cost Structure • Profitability • Savings due to Sourcing • >15%
Perspective • Reduced Cost • O/H Absorption • O/H Abs. Var.
• Defend mature P/Ns. •0 losses
• W/L by customer & P/N • W/L Analysis
• Attract & retain more @ retail.
Customer Lowest Total • Industry Growth Rate vs. • P1 – Customer Delight
customers. • Key account
Cost Supplier Growth Rate (by •Budget Process
Perspective • Challenge perception growth (% they
account)
that we will not project vs. Our
compete on cost. goal)
• Realistic
• Identify & qualify Growth Goal
Continue & Expand • China Sourcing – SP
off shore vendors.
Internal China Sourcing Evaluation • China Sourcing – TW
• Define actual vs. • P/N analysis of savings • What % justifies • China Sourcing – Top 5
Perspective perceived cost • CT Product Re-Quote moving P/N? • Co-Extrusion
CT Product advantage. • What % savings • Q1 2008 Sales Meeting
• Reduce cost of key on CT to
new product. broaden its sales?
Learning & • Develop the necessary • 1 week for
Growth Perspective skills in purchasing. standard products.
• Design the support • Lead Time for Quotes • 2 weeks for • Design RFQ Process
system to make • Awareness of Expectations custom products. • Expectations for Sourced
Information Human for Sourced Products & New Product Launches.
sourcing more • ____ our cost
Capital Capital efficient. • Go/No-Go – Purchasing to purchase • Personnel Review
RFQ for Logistics/ • Establish standards Capability w/ These Needs sourced product. Process
Sourced Supply Chain/ for what we should be • Purchasing
Products Purchasing pursuing as sourced manager capable
products. of handling this. Total Budget $XXXX
17. Product Innovation &
Meaningful Line Extension
Strategy Map Balanced Scorecard Action Plan
Process: Innovation Processes
Objectives Measurement Target Initiative Budget
Theme: Product Innovation & Line Ext.
Financial Growth Strategy • Revenue Growth • YOY Expectation • Defined.
Perspective • Improved ROI • ROI Expectation • Defined.
• New Products • ROR or $ revenue on • Renewed Existing
• Obvious functionality existing NPD launches. • Defined. Product for Contractor
Customer Appropriate differences. • # of Functional ∆s vs. • Min. of 3. • ER Product
Perspective Selection • Ability to leverage competitive products. • Defined. • SP Redesign
against other companies • Numerical goal on • TW Gen II
in our segment. bay space or P/N’s gained. • OPP TW
• In-House Development • 1 NPD Staff
Internal Supplier Capabilities • Staff Addition(s) • NPD – Add Staff or
Capability. • Metric for New
• New Market Quarterly Outsource?
Perspective • Penetrate New Market
Report
Markets Defined
• Develop NM Report
Market Operating Risks Segments & Developed
Learning &
Growth
Perspective
Human • NPD – Add Staff or
• 1 NPD Staff
Capital • Additional Staff Outsource?
• Develop and • 1 NPD Training
Training on • Do We Invest in NPD • Identify NPD Training
Human communicate Program for X
Innovation Training Program?
philosophy w/ Employees
Capital
procedures and
Product
expectations on new
Design & product development.
Development
Information Total Budget $XXXX
Capital
Justification
For New
Products
18. Re-Energized & Re-Organized
Sales Team
Strategy Map Balanced Scorecard Action Plan
Process: Customer Management
Objectives Measurement Target Initiative Budget
Theme: Re-Energized & Organized Sls
Financial Growth Strategy & • Revenue Growth • YOY Expectation • Defined.
Perspective Operating Income • Profitability • GM or O/H Abs. • Defined.
Quality & Cost • New Awareness of • TBD • Defined.
Perception our Attitude & Ability • Calls / Day • Defined.
Customer • Heightened Presence • NP Placed @ Customer • Defined. •Sales Team
• Add in-house NPD • P/N Growth by Cust. • Defined. Expectations Program
Perspective Relationship /
• Expand P/N’s • Account Touch Metrics • Defined.
Service • Build Relationships
• Consistent Performance • Grading System for • System designed
Internal Re-Energized Team Standards & Expectations Field Sales Staff tied & implemented by
Perspective • Accountability Systems To Annual Review January. • CRM Project
Re-Organized Team (Budget & CRM) • # of NP Placed • Defined •Sales Team
• Emphasis on Organization • % P/N & Gross Sales • Defined Meeting
Learning & Growth Perspective Growth • Defined •Sales Team
• Calls / Day • 2 / Year (Q1, 4) Expectations Program
• # of Sales Meetings
Human Human Information
Capital Capital Capital • Large Account
Key Large Paint & Mid- CRM / Sales • Training in Key Account
• 1 Session/yr. Training Program
Account Level Retail Mgmt Software Management.
• 1 EC Sls Mgr. • EC Sales Manager
Management • Added Staff @ Sr. Lvl.
• By XXX. • CRM Project
• Added CRM System
• Min. 2 @ each. •Sales Team
• # of Key Retailer
Expectations Program
Meetings
Human Human Human
Capital Capital Capital Total Budget $XXXX
Senior Sales Team Expand Ears @
Retail Management Retail Mtgs
Sales
19. Resource Allocation –
Placement & Justification
Strategy Map Balanced Scorecard Action Plan
Process: Operations Management
Objectives Measurement Target Initiative Budget
Theme: Resource Allocation
Financial Streamline O/H • Profitability • GM or O/H Abs. • Defined.
Perspective • % O/H Savings. • Defined.
• Higher Quality • Calls / Day • Defined.
•Sales Team
Face Time with Focused • NP Placed @ Customer • Defined.
Customer Relationship / Expectations Program
Staff. • P/N Growth by Cust. • Defined.
Perspective Service • Attitude, Aptitude & • Account Touch Metrics • Defined.
Follow-Through .
• New Standards for • System designed
Internal • Performance Review • CRM Project
Job-Specific Accountability & implemented by
Accountability • Performance Review
Perspective • Tied to Compensation January.)
•Sales Team
Expectations Program
Learning & • Communicate Clear • Defined Expectations • System designed
• Performance Review
Expectations & Goals. By Job Category (top-down). & implemented by
Growth Organizational • Transparency (on • Quarterly Presentation January.
•Sales Team
Perspective Capital Expectations Program
performance & As to Job Performance • 4 Presentations
• Quarterly Company
Compensation on “my” Performance. On Financial
Update Presentation
Tied to Performance
Performance
Organizational Organizational Organizational
Capital Capital Capital Total Budget $XXXX
Quarterly Transparency on Refine
Strategy Financial Annual Review
Presentations Performance Process