PrimaPlus - A powerful strategy collaboration platform
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Stuck up with your business plan? Need help customizing your strategy, PrimaPlus helps you and your team create a powerful strategy and accelerate the achievement of results. PrimaPlus is specifically designed to help you take a 360-degree collaborative approach to strategy creation, implementation, and improvement.
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The Balanced Scorecard is a strategic planning and management system used to align business activities to the organization's vision and strategy, improve internal and external communications, and monitor performance against strategic goals. It balances financial and non-financial metrics in four key areas: financial, customer, internal business processes, and learning and growth. Implementing a Balanced Scorecard requires executive sponsorship, involvement of leaders and employees in development, choosing a champion, and viewing it as a continual process rather than a short-term project.
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لو انت ماركتير تعمل بالتسويق حاليا
*أبعت لي عالواتساب00966568654916*
*اضيفك الجروبات المتخصصة في التسويق*
*اشترك بالتسجيل لبيناتك كمحاضر او عضو *
لتصلك بعض المحاضرات وعلى الواتساب لو أمكن عالايميل
https://lnkd.in/efkTE7T
*اشترك في صفحة ال Marketing Club* عالفيسبوك
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*اشترك في جروب ال Marketing Club* عالفيسبوك
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■ *Bahgat Facbook Page*
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■ *Bahgat Linkedin*
https://lnkd.in/fvDQXuG
■ *Bahgat Twitter*
https://lnkd.in/fmNC72T
■ *Bahgat YouTube Channel*
https://www.Youtube.com /mahmoud bahgat
■ *Bahgat Instagram*
https://lnkd.in/fmWPXrY
■ *Bahgat SnapChat*
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Lexmark uses opportunity data to determine demand forecast and analyze uptake of products across their organization. Hear how they are using this information to understand purchasing patterns & inform pricing decisions.
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Introduction to Balanced Scorecard - Large Group Orientation
This document provides an overview of a training session on introducing the balanced scorecard. It discusses:
- The objectives of understanding the motivation for and core elements of a balanced scorecard, and identifying the mission and vision in scorecard terms.
- Some key terms related to performance measurement, management, and scorecards.
- Why organizations implement balanced scorecards, including better strategy understanding and improved processes.
- How to develop a balanced scorecard, including translating mission and vision into strategies and identifying metrics, objectives, and initiatives.
Balanced Score Card ppt
The balanced scorecard is a management system that translates an organization's mission and vision into measurable goals in four key areas: financial, customer, internal business processes, and learning and growth. It provides a framework for strategic planning and management by defining objectives and measures in each area. The balanced scorecard allows organizations to track financial and non-financial metrics together to monitor performance and make informed decisions. It helps align business activities to the organization's strategic goals and assess progress over both the short and long term.
Balance scorecard
THIS IS A PPT ON BALANCE SCORECARD. IT WILL HELP YOU UNDERSTAND THE BASIC JARGON'S OF PERFORMANCE MEASURING TOOL.
Balanced scorecard H & N
This document provides an overview of the balanced scorecard method. It explains that a balanced scorecard translates business strategy into performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. It lists goals and example measures for each perspective. The balanced scorecard helps companies implement strategy, align organization, link budget to strategy, and identify strategic initiatives. While it clarifies strategy, its disadvantages are that it is not a decision making tool and can include only lagging measures.
AIS swot analysis
The document discusses a SWOT analysis of Accounting Information Systems (AIS) at Jagannath University in Dhaka. It identifies several strengths of AIS including information technology capabilities, accounting software, strong reporting, and internal control systems. Weaknesses include goal conflicts, unskilled personnel, information risks, and inconsistent data. Opportunities involve reducing costs, improving quality and efficiency, and data mining. Threats center around inaccurate or invalid data, unauthorized disclosures, performance issues, and financial reporting errors.
Business Plan Development System Software or tool
Writing a business plan can be critical to a small business achieving success. digiprima.com reviews the best business plan tools and software.
Prima plus: Connect your business strategy and objectives to tasks and KPI’s
Yes with prima plus you are able to seamlessly connect your business strategy and objectives to tasks and KPI’s and track their progress, ensuring that the entire organization is moving forward in synchrony.Our solution is quick to deploy and enables the executives of the business units to define goals and organizational strategies and effectively monitor their completion and act up on any variances so that they are corrected before they become issues.
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10th Cairo Marketing Club (Budgeting)by Dr. Haytham Maraee. 30 12-2017
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#Mahmoud_Bahgat
#Marketing_Club
لو انت ماركتير تعمل بالتسويق حاليا
*أبعت لي عالواتساب00966568654916*
*اضيفك الجروبات المتخصصة في التسويق*
*اشترك بالتسجيل لبيناتك كمحاضر او عضو *
لتصلك بعض المحاضرات وعلى الواتساب لو أمكن عالايميل
https://lnkd.in/efkTE7T
*اشترك في صفحة ال Marketing Club* عالفيسبوك
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*اشترك في جروب ال Marketing Club* عالفيسبوك
https://lnkd.in/gX-5au5
*اشترك بصفحة جمعية الصيادلة المصريين* عالفيسبوك
https://lnkd.in/fucnv_5
■ *Bahgat Facbook Page*
https://lnkd.in/fVAdubA
■ *Bahgat Linkedin*
https://lnkd.in/fvDQXuG
■ *Bahgat Twitter*
https://lnkd.in/fmNC72T
■ *Bahgat YouTube Channel*
https://www.Youtube.com /mahmoud bahgat
■ *Bahgat Instagram*
https://lnkd.in/fmWPXrY
■ *Bahgat SnapChat*
https://lnkd.in/f6GR-mR
*#Mahmoud_Bahgat*
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Balance scorecard
The document discusses the balanced scorecard concept proposed by Robert Kaplan and David Norton in 1992 as an alternative to only measuring managerial control through financial metrics. The balanced scorecard model suggests organizations view their performance through four perspectives: financial, customer, internal business processes, and learning and growth. By developing metrics in each of these areas and analyzing performance, managers can gain a more well-rounded understanding of organizational success beyond just financial measures.
Grood ntc2015- progres reporting in agile context usign subway mapping v03
Test progress reporting can be cumbersome. There is a complex story to be told, but it needs to be done in such a way that the business and project stakeholders get the message. Sequential planning techniques such as critical path analysis won’t work in agile, but stakeholders keep asking for an indication of the progress so far, the work that remains, the bottlenecks and dependencies.
Within my current project we solved this problem by introducing a visual progress report, the subway map. Subway map reports are derived from the London tube map and contain the following elements: 1) Stations: Activities are represented as a station; they have a description of the benefit for the stakeholder upon completion. 3) Date lines provide status information (the train is expected on time, or not) 3) Bridges: Where two or more lines merge, you can define have a quality gate. They provide extra control on the progress (and of course to celebrate success)
In this session I will provide examples, and a step plan to do subway mapping in Powerpoint. But as a participant you will make your own and gain understanding on you can use it for your project, program, etc. Within my organization it has been adopted quickly by various projects, due to its simplicity and clearness. Business finally understood testing.
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Benefits for clear reporting
Progress reporting in agile: advantages and problems to overcome
The power of visual for getting your message across
How subway map can help to tell your test story and provide intelligence about the project
How to use subway maps for larger projects and programs
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PMI defines Benefits Realization Management as the processes and practices for identifying benefits and aligning them with formal strategy. Through BRM, organizations can ensure that project and program benefits are realized and sustained.
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During his many years of working with project delivery organisations, Matt has observed that the outcome of numerous projects was not consistent with the capital investment value or the benefits expected by stakeholders. A common theme across these projects was a disconnect between the strategic objectives of executive management and the remit of the delivery team, who are focused on managing projects and delivering the scope of work.
This presentation will explore the emergence of Benefits-Focused Portfolio Management as a methodology which encomapsses tradtional management methods, but adds emphasis to the collaboration of all stakeholders in the pursuit of organisational goals. In particular, a structured approach for managing business endeavours to deliver change and benefits commensurate with investment value will be discussed.
Role of strategic direction
Strategic direction is important for organizational design. Setting strategic direction involves defining a vision and mission along with long, medium, and short term goals. The strategic direction orients the company's overall purpose. Organizational design should reflect and support the company's goals and strategies. Design choices impact organizational effectiveness, so management must determine strategic direction and adapt organizational design to a changing environment. Strategies affect design - for example, a low-cost strategy may require an efficient design while a differentiation strategy may need collaboration mechanisms. Objectives should be specific, measurable, achievable, realistic, and time-bound to support strategic goals.
Presentation chapters 1 and 2
This document summarizes chapters 1 and 2 of "The 2010 User-Friendly Handbook for Project Evaluation" by Joy Frechtling. It discusses the reasons for conducting evaluations, including allowing for improvement and providing unanticipated insights. It outlines two types of evaluations: formative evaluations provide ongoing feedback, while summative evaluations assess the overall success of a completed project. Formative evaluations include implementation evaluations to check that a project is proceeding as planned and progress evaluations to check that goals are being met. The document contrasts program and project evaluations.
Balance Score Card
The document discusses the balanced scorecard framework. It was developed by Kaplan and Norton as a strategic planning and management system that adds non-financial metrics to traditional financial measures. It includes four perspectives: financial, customer, internal business processes, and learning and growth. Companies use it to translate strategy into objectives and measures, communicate strategy, align initiatives, and provide strategic feedback. The balanced scorecard process involves defining measurement architecture, specifying strategic objectives, choosing measures, and developing an implementation plan. Successful implementation requires commitment from senior leadership and integrating it into the organizational culture.
Business Development Model
This document outlines 11 pillars of success for businesses according to Beyond Co. founder Tareq Alsarraf. It discusses the first 5 pillars in detail: 1) Strategy, Goals and Implementation, focusing on defining strategy, goals, KPIs and linking performance to strategy. 2) Competency Development, including creating a competency framework. 3) Change Management and Innovation, covering the change management process. 4) Financial Management, its key elements. 5) Rewards, the importance of motivating employees through rewards and recognition. The document provides guidance on implementing each pillar to help businesses blossom and take calculated risks to achieve success.
Hub16: VMware – Enabling business modeling and sales planning with Anaplan
Gartner estimates that enterprises miss the equivalent of 5 to 10 percent of annual sales as lost opportunities, which could have been captured with the improvement of overall sales performance management. VMware is driving an initiative to increase sales performance by building process automation and data analytics capabilities to improve accuracy and efficiency in hitting quota targets through predictable sales planning. The initiative has three main components: go-to-marketing planning, sales planning, and quota planning. By establishing clear operating practices, defining globally consistent business processes and policies, and creating common data insights, VMware drove significant efficiencies in the overall planning cycle and enabled better quota accuracy. By leveraging the Anaplan platform, VMware has developed a multi-dimensional modeling capability by bringing together business rules and data from different sources. The capability is helping sales leadership by streamlining the planning process, performing business modeling/”what-if” analyses, and analyzing data using different dimensions like customer hierarchy/accounts, sales segments, products, etc. The framework has also enabled faster and effective collaboration between Sales and Finance teams, from the executive to regional manager level, with all participants having a single view of truth.
Anaplan for Sales Performance Management & Incentive Compensation Management
Anaplan provides cloud-based performance management solutions for large enterprises. Anaplan’s patented platform features a scalable and flexible inmemory modeling and data processing engine (HyperBlockTM) that enables
operations analysts to rapidly create and modify complex plans without requiring additional technical expertise. Anaplan scales to support detailed operational planning on daily intervals, and it can process large volumes of
production data for closed-loop planning and execution. Anaplan’s modular applications can be seamlessly linked to create enterprise solutions.
Anaplan for Sales is one solution that enterprises use to align sales territories, set quotas, pay commissions, and optimize price quotes in largescale
production environments.
Driver based planning
This document summarizes a presentation on using a driver-based approach for budgeting and planning. It discusses integrating financial and non-financial drivers, using drivers to rapidly assess different scenarios, and obtaining the necessary data. The presentation emphasizes that driver-based planning organizes information to clarify relationships and allows for sensitivity analysis and Monte Carlo simulations to evaluate outcomes probabilistically. It provides examples of drivers for revenue forecasting and discusses dashboard and reporting tools to track key performance indicators. The conclusion stresses that planning helps improve decision-making and an integrated process is important, while change management and adapting to constraints are also keys to success.
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Lexmark uses opportunity data to determine demand forecast and analyze uptake of products across their organization. Hear how they are using this information to understand purchasing patterns & inform pricing decisions.
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Introduction to Balanced Scorecard - Large Group Orientation
This document provides an overview of a training session on introducing the balanced scorecard. It discusses:
- The objectives of understanding the motivation for and core elements of a balanced scorecard, and identifying the mission and vision in scorecard terms.
- Some key terms related to performance measurement, management, and scorecards.
- Why organizations implement balanced scorecards, including better strategy understanding and improved processes.
- How to develop a balanced scorecard, including translating mission and vision into strategies and identifying metrics, objectives, and initiatives.
Balanced Score Card ppt
The balanced scorecard is a management system that translates an organization's mission and vision into measurable goals in four key areas: financial, customer, internal business processes, and learning and growth. It provides a framework for strategic planning and management by defining objectives and measures in each area. The balanced scorecard allows organizations to track financial and non-financial metrics together to monitor performance and make informed decisions. It helps align business activities to the organization's strategic goals and assess progress over both the short and long term.
Balance scorecard
THIS IS A PPT ON BALANCE SCORECARD. IT WILL HELP YOU UNDERSTAND THE BASIC JARGON'S OF PERFORMANCE MEASURING TOOL.
Balanced scorecard H & N
This document provides an overview of the balanced scorecard method. It explains that a balanced scorecard translates business strategy into performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. It lists goals and example measures for each perspective. The balanced scorecard helps companies implement strategy, align organization, link budget to strategy, and identify strategic initiatives. While it clarifies strategy, its disadvantages are that it is not a decision making tool and can include only lagging measures.
AIS swot analysis
The document discusses a SWOT analysis of Accounting Information Systems (AIS) at Jagannath University in Dhaka. It identifies several strengths of AIS including information technology capabilities, accounting software, strong reporting, and internal control systems. Weaknesses include goal conflicts, unskilled personnel, information risks, and inconsistent data. Opportunities involve reducing costs, improving quality and efficiency, and data mining. Threats center around inaccurate or invalid data, unauthorized disclosures, performance issues, and financial reporting errors.
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10th Cairo Marketing Club (Budgeting)by Dr. Haytham Maraee. 30 12-2017
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Similar to PrimaPlus - A powerful strategy collaboration platform
Business Plan Development System Software or tool
Writing a business plan can be critical to a small business achieving success. digiprima.com reviews the best business plan tools and software.
Prima plus: Connect your business strategy and objectives to tasks and KPI’s
Yes with prima plus you are able to seamlessly connect your business strategy and objectives to tasks and KPI’s and track their progress, ensuring that the entire organization is moving forward in synchrony.Our solution is quick to deploy and enables the executives of the business units to define goals and organizational strategies and effectively monitor their completion and act up on any variances so that they are corrected before they become issues.
My Single Point performance management
The document discusses My Single Point, an enterprise strategy execution software. It describes My Single Point's Performance Management pillar, which enables clear definition and adoption of corporate goals and activities across an organization through relevant key performance indicators. The Performance Management pillar integrates accountability and transparency by adding strategic goals to daily work plans. It also discusses My Single Point's four simple steps to ensure strategy execution: 1) define the strategic plan, 2) break it down into measurable KPIs, 3) define monitoring frequency and targets, and 4) manage corrective actions. My Single Point provides end-to-end control of strategic execution through its five pillars.
Balanced Scorecards DJA
This document discusses managing organizational strategy using a balanced scorecard (BSC) solution. It describes how the BSC solution can help:
1) Align strategy with execution by developing scorecards that map strategic objectives and initiatives across departments;
2) Drive organizational awareness of strategy through communication of strategic objectives and individual scorecards; and
3) Establish accountability and focus by linking appraisals and incentives to achieving strategic targets.
My singlepoint - Strategy Execution Suite
You’ve created a powerful and focused strategic plan. Your business is undergoing significant transformation. Now comes the hard part. Implementation. You know what you have to achieve, but how can you make sure everyone is aligned and focused on execution.
My Single Point keeps you on top of the situation with real-time monitoring and full visibility of all activities to achieve the strategic objectives. What-if simulation modeling enables you to understand different options, simulating the implications of change across the organization and budgets, giving you tools for fast decision-making. My Single Point even provides automated alerts that require immediate attention.
Contact us for a demo:
IT-as-a-Service Consulting S.P.R.L
18 avenue Jean XXIII
1330 Rixensart – Belgium
Tel: +32 2 318.12.71
Fax: +32 2 318.81.41
Mobile: +32 478.40.30.12
Email: info@itaasc.com
web: www.itaasc.com
My Single Point budget portfolio management
My Single Point is a leading supplier of Enterprise Execution Software. Our Blue-chip customers use My Single Point to translate their strategy from the board-room to execution across the enterprise. Our modular platform ensures business goals and directives are effectively communicated and implemented throughout the organization.
Contact us for a demo www.itaasc.com
Crafting And Executing Strategy
This document outlines a process for management by objectives. It discusses defining a company's value proposition and formulating a vision, mission, and strategic priorities. Divisions then create objectives aligned with priorities and key performance indicators. Individual objectives cascade down as well. Challenges include cultural differences across locations and determining realistic targets. Solutions involve research, leadership commitment, competence development, and incentive structures. Engagement analysis and leadership communication are important for successful implementation. Project milestones include formulating vision and mission, objectives deployment, and status communication.
Devloping a Balanced Scorecard
The balanced scorecard is a very useful tool in measuring performance within an organization and also for communicating an organization's strategic plan to it's employees. This slides will provide HR enthusiasts and professionals with a basic knowledge of what a balanced scorecard is and basic steps to develop one.
Enterprise Planning: Integrating the Strategic Plan with the Annual Budget an...
Edgewater Ranzal presented lessons learned and best practices in producing and integration the strategic plan with the annual budget and forecast process, at the Association for Finance Professionals (AFP) 2013 Annual Conference.
How to drive business performance with certainty
The document discusses how dashboards can help executives manage strategic objectives with certainty by providing visibility into business operations and key performance indicators. It provides an overview of how to develop a dashboard, including aligning strategy, goals and roles; defining measures; and integrating the dashboard with organizational processes. Challenges in implementing dashboards include identifying the right KPIs and ensuring effective usage. The document also describes dashboard solutions and a case study of an IT organization that saw productivity gains of 20-40% after implementing a dashboard.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement It
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Chrysalis Cleariew Introductory V3
The document introduces the Chrysalis Clearview Strategy and Performance Suite, which aims to address common organizational challenges around managing strategic plans, projects, performance indicators and risks. The suite integrates these elements to provide a single connected view. It contains modules for strategy, projects, risks, service excellence and a balanced scorecard. These modules help organizations cascade strategies, track progress, monitor risks and performance, and demonstrate alignment between plans and objectives. The suite is designed to provide visibility, reduce duplication and improve planning, decision making and accountability.
Competitiveness, Strategy, Productivity, Business Scorecard, improving Produc...
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Infor Financial Performance Management
Business performance management, strategy
management, and financial consolidations are among
the most critical and complex tasks that your company
must manage. Transform your financial performance management with Infor.
Serving Federal Government Customers with Scaled Agile Framework (SAFe)
Presented at the May 2017 Capability Counts CMMI conference.
Presenter shared recommendations for how to plan, bid, execute, and monitor Federal Government contracts using principles of Agile, Scaled Agile Framework (SAFe), and CMMI and tools such as SharePoint, JIRA, and Confluence.
AchieveIt Overview
The document is about AchieveIt, a results management software platform that helps businesses track execution of plans and drive results. It summarizes AchieveIt as providing:
1) Visibility into an organization's entire set of initiatives, objectives, projects and tasks through a centralized, cloud-based platform.
2) Coordination of people and processes to establish, structure, assign and collaboratively execute strategic/business plans.
3) Insights to enable confident decision making through a combination of real-time visibility and coordination that drives operational excellence and business results.
Making Strategy Happen
This document advertises a 3-day course on strategy execution endorsed by the Institute of Leadership & Management. The course will teach participants how to successfully implement organizational strategies through foundations like objectives, KPIs and initiatives. It covers topics like strategy definition, strategic alignment, performance management, and strategic governance. Attendees will learn tools like the balanced scorecard and strategy maps. Upon completion, participants will receive a certificate endorsed by the ILM. The course is organized by ShiftIN Partners, a management consulting firm specialized in strategy execution.
Best Practices for FPA and Month-End Close - FENG Workshop
The document discusses leading practices in financial planning and analysis (FP&A) and the close process. It provides examples of what leading companies are doing, including implementing rolling forecasts that are updated monthly and linked to business drivers. The document contrasts rolling forecasts with annual budgets and outlines the key components of best practice planning processes, such as collaborative target setting and linking rewards to performance. It also analyzes gaps between a company's current FP&A processes and better industry practices.
Excellence In Financial Management
The document discusses the Balanced Scorecard framework for communicating strategy throughout an organization. It outlines several key barriers to effective strategic implementation, including lack of understanding of strategy, misaligned objectives and incentives, and failure to link budgets and resources to strategy. The Balanced Scorecard addresses these barriers by translating strategy into clear objectives and metrics, and linking all organizational efforts and processes to the successful execution of strategy. The document outlines a seven-step process for developing a Balanced Scorecard, including establishing strategic focus areas, building a strategic grid to capture objectives and their relationships, defining metrics, setting targets, and launching programs to implement the strategy across an organization.
Strategic Planning: A3 Hoshin Planning Process
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Embark on a transformative journey with A3 Hoshin Planning—a dynamic blend of strategic vision and operational excellence. Emerging from the roots of Toyota's lean management philosophy, A3 Hoshin Planning leverages the A3 tool to weave simplicity and collaboration into strategic endeavors.
This strategic journey spans short and long-term goals, addressing business needs and fostering the growth of individuals. The A3 tool, acting as an accessible canvas, revolutionizes planning into a collaborative process, ensuring engagement at every organizational level.
In the world of A3 Hoshin Planning, alignment is key. Diverse activities seamlessly converge, each contributing significantly to overarching goals. The crystal-clear alignment with the organization's 'True North' fosters unity of purpose, guiding the path to excellence.
Beyond theoretical frameworks, A3 Hoshin Planning emphasizes execution. It serves as the bridge between strategic plans and tangible results, with integrated PDCA cycles offering a structured path for continuous improvement and real-time refinement of strategies.
Enter the realm of 'Catchball,' where dynamic exchanges shape collaborative decision-making. The A3 tool, a steadfast companion, enhances communication and collaboration. This presentation unveils the strategic brilliance within A3 Hoshin Planning—a journey where simplicity, clarity, alignment, and execution converge, paving the way for organizational excellence.
LEARNING OBJECTIVES
1. Master the hoshin planning process by translating the "True North" to the A3.
2. Gain proficiency in using the A3 tool for effective hoshin deployment.
3. Comprehend the Check and Adjust process for strategic review.
CONTENTS
1. Key Concepts and Principles of Hoshin Planning
2. True North, A3 and Bridging the Gap
3. Hoshin Formulation and Deployment
4. A3 Template Overview
5. The A3 Completion Sequence
6. A3 Breakdown: Step-by-step Guide
7. Check and Adjust (Strategic Review)
8. Success Factors for A3 Hoshin Planning
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PrimaPlus - A powerful strategy collaboration platform
- 1. PrimaPlusStrategy Collaboration Platf or m Transforming the big ideas, and plans for success, for your organization, delivering extraordinary results
- 2. Business Plan Deployment Discover how PrimaPlus helps you build and deploy Business strategy in a unique way for your organization BUSINESS PLAN Design, translate and display a compelling strategy for your organization, business unit, department, and for team. STRATEGIC OBJECTIVE Have quick access to status information to manage your strategy, results, and outcomes proactively INITIATIVE / ACTION PLAN Be able to stay on top of all of the action plans underway across your organization. Track at individual level Top to bottom, Hoshin Kanri approach KPI TRACKER Create a set of KPI’s to help measure and manage your strategy & track function level, individual level to manage their parts of the strategy.
- 3. LEVEL 2 Board MD / CEO VP | SVP | HEADS PLAN Do LEVEL 1 STRATEGIC OBJECTIVES BUSINESS GOALS Function wise Department wise Section wise Function wise Department wise MANAGEMENT TEAM AREA HEAD MANAGER SECTION HEAD KRA - INDIVIDUAL RESPONSIBILITY LEVEL 3 LEVEL 4 LEVEL 5 CHECK ACTION STRATEGIC INITIATIVES STRATEGIC PROJECTS ACTION ITEM ACTION PLANS KEY PREFORMANCE INDICATORS INDIVIDUAL PERFORMANCE HOSHIN KANRI RESPONSIBILITY MATRIX Strategic objective drilled down to Multiple initiatives assigned to function heads. Goals set by Top Management Initiatives are converted into action plans and action items and assigned to individuals KPIs will be a measurable element linked to multiple Objectives / Initiatives / Action items Will ensures that the strategic goals drive progress and action at every level Function wise Department wise
- 4. Multi location/ Multi plant tracking Real-time Tracking (Desktop & Mobile) Easy to configure for any Industry REAL-TIME TRACKING • Dashboard on RADAR • Status at a glance • Governance Structure • Escalations and Reminders • Function level tracking BUSINESS PLAN • Strategic Objectives to Initiative/ Action Plan Link • KPI/ projects/ Task Dashboard • KPI Comparison (e.g. compare profit v/s expenses) • SWOT Analysis to make Business Plan HOSIN KANRI • Top to Bottom Accountability • Individual KRA setting • Upward integration Others • Multi location • Multiple units/ offices • Easy to configure for any Industry • Business Analytics with comparison Top to bottom engagement Balance Score Card
- 5. Gives people a head start in delivering and monitoring the current situation for strategy. Making real-time results, data available to bottom line Executives in hierarchy on desktop/ mobile. The real insight makes monitoring easy help engaging organization achieving results. Dashboard Strategy Map Strategy Map integrates Strategic Objectives, initiatives and action plans. Effective tool for management to make crucial decision. All information and analytics puts together in one place.
- 6. INTERNAL EXTERNAL INTERNAL EXTERNAL HELPFUL HARMFUL HELPFUL HARMFUL W O T S SWOT A N A LY S I S
- 7. Set New Strategic Objectives Create Strategic Objective factoring SWOT, Business Priorities
- 8. Strategic Objectives – L1 Define long-term organizational goals to convert a mission statement into specific plans and projects.
- 9. Initiative – L2 Translate your vision into practice, monitoring day-to-day operational activities, that are designed to help the organization achieve its target
- 10. Action Plan – L3 Roadmap that will show you how you'll reach your objective
- 11. Master Action Plan Tracking Define long-term organizational goals to convert a mission statement into specific plans and projects.
- 12. KPI Tracker – L4 Measurable value that demonstrates how effectively a company is achieving key business objectives.
- 13. KPI Tracker – L4 Measurable value that demonstrates how effectively a company is achieving key business objectives.
- 14. Thanks i n f o @ d i g i p r i m a . c o m +91 975 557 0042 | +1 (347) 973 97 32