1) The document discusses strategy maps and balanced scorecards, tools developed by Robert Kaplan and David Norton to help organizations translate their vision and strategy into tangible goals and measures.
2) A strategy map visually represents an organization's goals, initiatives, and causal relationships across four perspectives: financial, customer, internal processes, and learning and growth.
3) A balanced scorecard integrates metrics across the same four perspectives to track critical success factors and ensure a balanced view of what is needed for successful change.
Strategy MapsOnce change leaders have framed their vision and st.docxsusanschei
Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a visual representation of the end state and the action paths that will get them there. The tool was developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by customer results. These customer results come from the performance of internal systems and processes, which in turn rest on the organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with financial goals and objectives and then setting out the objectives, initiatives, and paths needed to generate those outcomes. The financial perspective drives the goals and objectives.
· If the vision for change is achieved, how will it look from the perspective of the financial results achieved?
· To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?
· To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective?
· Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers?
Figure 10.3 Generic Strategy
Source: From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA Management, Vol. 80, #9, 2007, pg. 24.
The learning and growth perspective embodies people, information, and organizational capital (e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-for-profit organizations, many recommend placing the customer perspective at the top of the model (some have relabeled it as the stakeholder perspective), since this is the reason for the organization’s existence. Some place the financial perspective parallel with the customer or stakeholder perspective, while others place it below learning and growth or elsewhere. Others have added levels or changed labels on the strategy map. However, the goal remains the same: develop a coherent picture that aligns your change strategy with the organization’s purpose so it generates the desired outcomes. It is all about translating the change vision into action, communicating with key constituents, integrating and aligning the specific action plans, implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objective.
Strategy MapsOnce change leaders have framed their vision and st.docxflorriezhamphrey3065
Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a visual representation of the end state and the action paths that will get them there. The tool was developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by customer results. These customer results come from the performance of internal systems and processes, which in turn rest on the organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with financial goals and objectives and then setting out the objectives, initiatives, and paths needed to generate those outcomes. The financial perspective drives the goals and objectives.
· If the vision for change is achieved, how will it look from the perspective of the financial results achieved?
· To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?
· To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective?
· Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers?
Figure 10.3 Generic Strategy
Source: From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA Management, Vol. 80, #9, 2007, pg. 24.
The learning and growth perspective embodies people, information, and organizational capital (e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-for-profit organizations, many recommend placing the customer perspective at the top of the model (some have relabeled it as the stakeholder perspective), since this is the reason for the organization’s existence. Some place the financial perspective parallel with the customer or stakeholder perspective, while others place it below learning and growth or elsewhere. Others have added levels or changed labels on the strategy map. However, the goal remains the same: develop a coherent picture that aligns your change strategy with the organization’s purpose so it generates the desired outcomes. It is all about translating the change vision into action, communicating with key constituents, integrating and aligning the specific action plans, implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objective.
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
Strategy MapsOnce change leaders have framed their vision and st.docxsusanschei
Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a visual representation of the end state and the action paths that will get them there. The tool was developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by customer results. These customer results come from the performance of internal systems and processes, which in turn rest on the organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with financial goals and objectives and then setting out the objectives, initiatives, and paths needed to generate those outcomes. The financial perspective drives the goals and objectives.
· If the vision for change is achieved, how will it look from the perspective of the financial results achieved?
· To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?
· To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective?
· Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers?
Figure 10.3 Generic Strategy
Source: From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA Management, Vol. 80, #9, 2007, pg. 24.
The learning and growth perspective embodies people, information, and organizational capital (e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-for-profit organizations, many recommend placing the customer perspective at the top of the model (some have relabeled it as the stakeholder perspective), since this is the reason for the organization’s existence. Some place the financial perspective parallel with the customer or stakeholder perspective, while others place it below learning and growth or elsewhere. Others have added levels or changed labels on the strategy map. However, the goal remains the same: develop a coherent picture that aligns your change strategy with the organization’s purpose so it generates the desired outcomes. It is all about translating the change vision into action, communicating with key constituents, integrating and aligning the specific action plans, implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objective.
Strategy MapsOnce change leaders have framed their vision and st.docxflorriezhamphrey3065
Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a visual representation of the end state and the action paths that will get them there. The tool was developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by customer results. These customer results come from the performance of internal systems and processes, which in turn rest on the organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with financial goals and objectives and then setting out the objectives, initiatives, and paths needed to generate those outcomes. The financial perspective drives the goals and objectives.
· If the vision for change is achieved, how will it look from the perspective of the financial results achieved?
· To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?
· To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective?
· Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers?
Figure 10.3 Generic Strategy
Source: From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA Management, Vol. 80, #9, 2007, pg. 24.
The learning and growth perspective embodies people, information, and organizational capital (e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-for-profit organizations, many recommend placing the customer perspective at the top of the model (some have relabeled it as the stakeholder perspective), since this is the reason for the organization’s existence. Some place the financial perspective parallel with the customer or stakeholder perspective, while others place it below learning and growth or elsewhere. Others have added levels or changed labels on the strategy map. However, the goal remains the same: develop a coherent picture that aligns your change strategy with the organization’s purpose so it generates the desired outcomes. It is all about translating the change vision into action, communicating with key constituents, integrating and aligning the specific action plans, implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objective.
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Identify and define top management’s
responsibility for the QMS, including
establishing policies and objectives, setting
organization-wide goals, and supporting
quality initiatives.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
CGMA TOOLHow to Develop a Strategy Map Introduct.docxketurahhazelhurst
CGMA TOOL
How to Develop
a Strategy Map
Introduction 2
The Strategy Pyramid 3
Step 1: Specify an Overriding Objective 5
Step 2: Choose the Value Proposition 6
Step 3: Choose the Financial Strategies 7
Step 4: Choosing the Customer Strategies 8
Step 5: Execute Through the Internal Perspective Strategies 9
Step 6: Plan the Learning and Growth Strategies 10
Validating and Cascading the Strategy Map 11
Conclusion 12
1
COnTEnTS
Two of the world’s most prestigious accounting bodies, the AICPA
and CIMA, have formed a joint venture to establish the Chartered
Global Management Accountant (CGMA) designation to elevate the
profession of management accounting. The designation recognises
the most talented and committed management accountants with the
discipline and skill to drive strong business performance.
CGMA TOOL – How to Develop a Strategy Map2
InTrODuCTIOn
The vast majority of organisations have well-defined procedures
for developing strategic plans. And for the most part, the result
of their planning exercises are good, solid, strategies designed
to move the entity forward and provide sustainable, even superior,
returns. But there is often a major disconnect between the formulation
and execution phases of strategy. The ability to cascade an organisation’s
vision, mission and core strategies into actionable behaviours
that achieve critical objectives continues to be a challenge for
most organisations.
As the saying goes, “a picture is worth a thousand words.” Strategy
maps, pioneered by Balanced Scorecard founders Robert Kaplan
and David Norton, allow organisations to describe and communicate
their strategies concisely and succinctly and close the gap between
formulation and successful implementation of strategy. Strategy
maps describe how organisations create value by building on strategic
themes such as “growth” or “productivity.” These themes determine
what specific strategies organisations will adopt at their customer,
process, and learning and growth levels. Well-constructed
maps describe how the organisation plans to meet its specific
customer promises through a combination of employee, technology
and business processes that satisfy customer expectations
and meet shareholder demands.
3
THE STrATEGy PyrAMID
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Strategy Map
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Satisfied
Shareholders
Efficient and
Effective Processes
Delighted
Customers
Motivated and
Prepared Workforce
Figure 1: Strategy Pyramid
Strategy maps can be, and often are, used as standalone tools that
organisations employ to develop, understand and convey their strategic
story. To maximise their value, however, they need to be seen and
used as core building blocks in an aligned strategy initiative. Figure 1
highlights where the strategy map and ...
CGMA TOOLHow to Develop a Strategy Map Introduct.docxsleeperharwell
CGMA TOOL
How to Develop
a Strategy Map
Introduction 2
The Strategy Pyramid 3
Step 1: Specify an Overriding Objective 5
Step 2: Choose the Value Proposition 6
Step 3: Choose the Financial Strategies 7
Step 4: Choosing the Customer Strategies 8
Step 5: Execute Through the Internal Perspective Strategies 9
Step 6: Plan the Learning and Growth Strategies 10
Validating and Cascading the Strategy Map 11
Conclusion 12
1
COnTEnTS
Two of the world’s most prestigious accounting bodies, the AICPA
and CIMA, have formed a joint venture to establish the Chartered
Global Management Accountant (CGMA) designation to elevate the
profession of management accounting. The designation recognises
the most talented and committed management accountants with the
discipline and skill to drive strong business performance.
CGMA TOOL – How to Develop a Strategy Map2
InTrODuCTIOn
The vast majority of organisations have well-defined procedures
for developing strategic plans. And for the most part, the result
of their planning exercises are good, solid, strategies designed
to move the entity forward and provide sustainable, even superior,
returns. But there is often a major disconnect between the formulation
and execution phases of strategy. The ability to cascade an organisation’s
vision, mission and core strategies into actionable behaviours
that achieve critical objectives continues to be a challenge for
most organisations.
As the saying goes, “a picture is worth a thousand words.” Strategy
maps, pioneered by Balanced Scorecard founders Robert Kaplan
and David Norton, allow organisations to describe and communicate
their strategies concisely and succinctly and close the gap between
formulation and successful implementation of strategy. Strategy
maps describe how organisations create value by building on strategic
themes such as “growth” or “productivity.” These themes determine
what specific strategies organisations will adopt at their customer,
process, and learning and growth levels. Well-constructed
maps describe how the organisation plans to meet its specific
customer promises through a combination of employee, technology
and business processes that satisfy customer expectations
and meet shareholder demands.
3
THE STrATEGy PyrAMID
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Strategy Map
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Satisfied
Shareholders
Efficient and
Effective Processes
Delighted
Customers
Motivated and
Prepared Workforce
Figure 1: Strategy Pyramid
Strategy maps can be, and often are, used as standalone tools that
organisations employ to develop, understand and convey their strategic
story. To maximise their value, however, they need to be seen and
used as core building blocks in an aligned strategy initiative. Figure 1
highlights where the strategy map and .
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Identify and define top management’s
responsibility for the QMS, including
establishing policies and objectives, setting
organization-wide goals, and supporting
quality initiatives.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
CGMA TOOLHow to Develop a Strategy Map Introduct.docxketurahhazelhurst
CGMA TOOL
How to Develop
a Strategy Map
Introduction 2
The Strategy Pyramid 3
Step 1: Specify an Overriding Objective 5
Step 2: Choose the Value Proposition 6
Step 3: Choose the Financial Strategies 7
Step 4: Choosing the Customer Strategies 8
Step 5: Execute Through the Internal Perspective Strategies 9
Step 6: Plan the Learning and Growth Strategies 10
Validating and Cascading the Strategy Map 11
Conclusion 12
1
COnTEnTS
Two of the world’s most prestigious accounting bodies, the AICPA
and CIMA, have formed a joint venture to establish the Chartered
Global Management Accountant (CGMA) designation to elevate the
profession of management accounting. The designation recognises
the most talented and committed management accountants with the
discipline and skill to drive strong business performance.
CGMA TOOL – How to Develop a Strategy Map2
InTrODuCTIOn
The vast majority of organisations have well-defined procedures
for developing strategic plans. And for the most part, the result
of their planning exercises are good, solid, strategies designed
to move the entity forward and provide sustainable, even superior,
returns. But there is often a major disconnect between the formulation
and execution phases of strategy. The ability to cascade an organisation’s
vision, mission and core strategies into actionable behaviours
that achieve critical objectives continues to be a challenge for
most organisations.
As the saying goes, “a picture is worth a thousand words.” Strategy
maps, pioneered by Balanced Scorecard founders Robert Kaplan
and David Norton, allow organisations to describe and communicate
their strategies concisely and succinctly and close the gap between
formulation and successful implementation of strategy. Strategy
maps describe how organisations create value by building on strategic
themes such as “growth” or “productivity.” These themes determine
what specific strategies organisations will adopt at their customer,
process, and learning and growth levels. Well-constructed
maps describe how the organisation plans to meet its specific
customer promises through a combination of employee, technology
and business processes that satisfy customer expectations
and meet shareholder demands.
3
THE STrATEGy PyrAMID
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Strategy Map
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Satisfied
Shareholders
Efficient and
Effective Processes
Delighted
Customers
Motivated and
Prepared Workforce
Figure 1: Strategy Pyramid
Strategy maps can be, and often are, used as standalone tools that
organisations employ to develop, understand and convey their strategic
story. To maximise their value, however, they need to be seen and
used as core building blocks in an aligned strategy initiative. Figure 1
highlights where the strategy map and ...
CGMA TOOLHow to Develop a Strategy Map Introduct.docxsleeperharwell
CGMA TOOL
How to Develop
a Strategy Map
Introduction 2
The Strategy Pyramid 3
Step 1: Specify an Overriding Objective 5
Step 2: Choose the Value Proposition 6
Step 3: Choose the Financial Strategies 7
Step 4: Choosing the Customer Strategies 8
Step 5: Execute Through the Internal Perspective Strategies 9
Step 6: Plan the Learning and Growth Strategies 10
Validating and Cascading the Strategy Map 11
Conclusion 12
1
COnTEnTS
Two of the world’s most prestigious accounting bodies, the AICPA
and CIMA, have formed a joint venture to establish the Chartered
Global Management Accountant (CGMA) designation to elevate the
profession of management accounting. The designation recognises
the most talented and committed management accountants with the
discipline and skill to drive strong business performance.
CGMA TOOL – How to Develop a Strategy Map2
InTrODuCTIOn
The vast majority of organisations have well-defined procedures
for developing strategic plans. And for the most part, the result
of their planning exercises are good, solid, strategies designed
to move the entity forward and provide sustainable, even superior,
returns. But there is often a major disconnect between the formulation
and execution phases of strategy. The ability to cascade an organisation’s
vision, mission and core strategies into actionable behaviours
that achieve critical objectives continues to be a challenge for
most organisations.
As the saying goes, “a picture is worth a thousand words.” Strategy
maps, pioneered by Balanced Scorecard founders Robert Kaplan
and David Norton, allow organisations to describe and communicate
their strategies concisely and succinctly and close the gap between
formulation and successful implementation of strategy. Strategy
maps describe how organisations create value by building on strategic
themes such as “growth” or “productivity.” These themes determine
what specific strategies organisations will adopt at their customer,
process, and learning and growth levels. Well-constructed
maps describe how the organisation plans to meet its specific
customer promises through a combination of employee, technology
and business processes that satisfy customer expectations
and meet shareholder demands.
3
THE STrATEGy PyrAMID
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Strategy Map
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Satisfied
Shareholders
Efficient and
Effective Processes
Delighted
Customers
Motivated and
Prepared Workforce
Figure 1: Strategy Pyramid
Strategy maps can be, and often are, used as standalone tools that
organisations employ to develop, understand and convey their strategic
story. To maximise their value, however, they need to be seen and
used as core building blocks in an aligned strategy initiative. Figure 1
highlights where the strategy map and .
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptx
University of Phoenix Change initiative for Nokia Paper.docx
1. (Mt) – University of Phoenix Change initiative for Nokia Paper
Strategy Maps Once change leaders have framed their vision and strategy for the change,
they can develop a visual representation of the end state and the action paths that will get
them there. The tool was developed by Robert Kaplan and David Norton and is called a
strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by
customer results. These customer results come from the performance of internal systems
and processes, which in turn rest on the organization’s resources (human, informational,
and capital).28 Once the change vision and strategy are defined, Kaplan and Norton
recommend starting with financial goals and objectives and then setting out the objectives,
initiatives, and paths needed to generate those outcomes. The financial perspective drives
the goals and objectives. If the vision for change is achieved, how will it look from the
perspective of the financial results achieved? To accomplish these financial outcomes, what
initiatives have to be undertaken from a customer perspective to deliver on the value
proposition in ways that generate the desired financial results? To accomplish these
customer outcomes and/or contributions directly to the financial outcomes through
efficiencies, what changes must be tackled from an internal business process perspective?
Finally, to attain the internal process goals and objectives, what must be undertaken from a
learning and growth perspective to increase the organization’s capacity to do what is
needed with the internal processes and customers? Figure 10.3 Generic Strategy Source:
From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA
Management, Vol. 80, #9, 2007, pg. 24. The learning and growth perspective embodies
people, information, and organizational cap ital (e.g., culture, intellectual property,
leadership, internal alignment, and teamwork). For not -for-profit organizations, many
recommend placing the customer perspective at the top of the model (some have relabeled
it as the stakeholder perspective), since this is the reason for the organization’s existence.
Some place the financial perspective parallel with the customer or stakeholder perspective,
while others place it below learning and growth or elsewhere. Others have added levels or
changed labels on the strategy map. However, the goal remains the same: develop a
coherent picture that aligns your change strategy with the organization’s purpose so it
generates the desired outcomes. It is all about translating the change vision into action,
communicatin g with key constituents, integrating and aligning the specific action plans,
implementing, and learning and refining as you go. The assumption underlying strategy
maps in for-profit organizations is that financial outcomes are the end goals that they are
striving for and that other objectives within the change program should be aligned to
2. produce and support those desired outcomes. If particular activities and the objectives don’t
support the changes, they should be seriously questioned and either dropped or reduced in
importance. Each of the change initiatives identified by the strategy map will need to be
managed as to goals and objectives, success measures, timelines, resource requirements,
and an action plan. These, in turn, need to be integrated with th e other change initiatives
that are embodied in the strategy map. When properly deployed, strategy maps provide
change leaders with a powerful organizing and communication tool.29 This visualization
helps people understand what is being proposed and why. It clarifies why certain actions
are important and how they contribute to other outcomes that are critical to achieving the
end goals of the change (i.e., cause–effect relationships). It helps people focus and align their
efforts and appropriately measure and report progress. It can assist change leaders to
identify gaps in their logic, including missing objectives and measures. When Mobil used
strategy maps, it helped them to identify gaps in the plans that had been developed for one
of their business units. Objectives and metrics were missing for dealers—a critical
component for a strategy map focused on selling more gasoline.30 To give you a concrete
example of how a strategy map can be used to help, one is set out in Figure 10.4. It shows
the vision and mission for Control Production Systems, Inc. (discussed earlier in this
chapter). Then it shows the specific measures used in each category. Figure 10.4 Strategy
Map for Control Production Systems Source: Adapted from: Simon, T. “ How Risky is Your
Company?”, Harvard Business Review, Vol. 77, #3, 1999, 85–94. The Balanced Scorecard If
the strategy map links capabilities, change strategies, and outcomes, the balanced scorecard
integrates measures into a relatively simple way of tracking the critical success f actors.
Kaplan and Norton argue that four categories of goals and measures need to be highlighted
in a balanced scorecard: financial, a company’s relationship with its customers, its internal
business process, and its learning and growth. In doing so, management can achieve a
balanced, integrated, and aligned perspective concerning what needs to be done to produce
the desired strategic outcomes.31 Among these indicators, some will lead while others will
lag. For example, improvements in service levels such as the response time to a customer’s
inquiry could be lead indicators of improvements in customer satisfaction. However, this
may not immediately translate into new sales and increased profitability. Improvements in
such measures will often be lag indicators of improvements in service levels because of the
nature of the purchase cycle involved. The balanced scorecard recognizes that not all effects
are immediate. By setting out assumptions concerning what leads to what, it makes it easier
for the change lea der to test assumptions, track progress, and make appropriate
alternations as necessary. When developing a strategy map and balanced scorecard for an
internal change initiative, remember that the relevant customers may be employees in
other departments of the organization. Kaplan and Norton argue that the use of multiple
measures ensure a more balanced perspective on what a successful change will require. The
likelihood that multiple measures will inadvertently mislead change leaders about what a
successful change will require is much less than if they rely on a single indicator. Figure 10.5
outlines a generic balanced scorecard for a change project. Figure 10.6 outlines the
scorecard for Control Production Systems. Toolkit Exercise 10.4 asks you to construct a
strategy map and balanced scorecard for an organization that you know. Remember that
3. customers can be internal or external to the firm. Strategy Map for CPS Revenue Growth
Strategy Financial Perspective Gross sales growth of 15% Profitability growth of 20% Sales
to existing customers increase by 15% and sales to new customers increase by 15%
Productivity Growth Strategy Reduce customer servicing costs by 10% Reduce new product
development costs by 10% Margins improved by 10% Customer Perspective Attract and
Retain High-Value Customers Increase customer satisfaction to 95% Increase customer
retention to 100% Increase the penetration rate in target sectors by 20% Build brand
loyalty with existing customers, increasing referrals by 20% Increase Revenue per
Customer Increase sales to existing customers by 10% Increase software update sales by
30% Increase sales to new customers by 10% Product Innovation Operational Excellence
Customer Intimacy Develop a customer advisory Council Vision for change: Our valued
industrial partners will experience service and performance that delight. We will exceed all
our competitors’ standards through superbly designed and expertly installed and supported
control equipment and software. R and increased to 8% sales, award-winning. scalable
products Internal Process Customer-centric sales and service teams Regular contacts with
customers Lowest downtime; best warranty performance; 100% on-time delivery CRM
deployed. Pre- and post-service excellence at 10% lower cost Decrease new product
development cycle time Annual software updates Customers responded to in 1 hour;
problems resolved within 24 hours Enablers Learning and Growth Human Capital Training
in CRM Develop technically and interpersonally excellent staff Information Capital Increase
IT capacity to respond to service requests quickly Organizational Capital Align structures
and teams to support customer portfolios Select, modify, and install CRM software Ensure
value proposition is understood Strengthen teamwork, employee commitment Maximize
organizational value Financial What do we want Revenue growth strategy Productivity
strategy Asset utilization Customer Add/retain high-value customer Increase revenue per
customer Reduce cost per customer accomplish? Current Migrated New New offerings
Solutions focus Scalability strategies (e.g., web) Internal Customer management leadership
Innovation and commercialization supremacy Internal operations excellence Effective
governance and control Perception; public relations How do we plan to accomplish this?
Learning and growth 1) Human capital (staff competencies) 2) Information capital
(technology infrastructure) 3) Organizational capital (climate for action)