The document discusses how balanced scorecards can be used to align organizations through strategic planning and management. It describes balanced scorecards as strategic planning systems that communicate strategy throughout an organization and align objectives with resources. The author outlines the major components of a balanced scorecard system, including leadership, vision, strategy map, objectives, measures, initiatives and more. He explains that a balanced scorecard is developed through a systematic process of defining these various strategic elements and connecting them to form a comprehensive strategic management system.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well – not just a few. The things that are done well must operate within a close-knit system,. If there is not fit among these activities, there is no distinctive strategy and little to sustain the strategic deployment process. Management then reverts to the simpler task of overseeing independent functions. When this occurs, operational effectiveness determines the relative performance of the organizations and the strategic initiatives are lost.
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Building a Business Case for Strategic Meetings Management TechnologySignUp4
This report aims to assist event professionals across the globe in building an effective business case for leveraging technology within their strategic meetings management programs.
Ein 360 Grad Feedback Group Report verdichtet Einzelreports einer zuvor definierten Gruppe und interpretiert die Ergebnisse aus einer Metaperspektive sowie im Hinblick auf die organisationale Perspektive. Die Einzelaussagen über einen Feedbackteilnehmer werden enger mit der Team- und Organisationsperspektive vernetzt. Dadurch wird das 360 Grad Feedback gezielt für die Personal- und Organisationsentwicklung genutzt.
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
Benefits of Attending
Be part of the growing community at the 14th Annual Lean Six Sigma and Process Improvement Summit Asia 2013
Leading best practice case studies; both small and big picture project examples, providing practical and real time evidence of how you can achieve operational excellence in order to streamline the entire process
Exclusive 3 themed content stream sessions tailored to each stage of Six Sigma and Process Excellence adoption, across industries
Hands on workshop demonstrating how to develop and implement a process excellence structure within your organisation in order to overcome obstacles in stakeholder buy-in and quantify the whole process
Extensive round table and panel discussions; measure practical results in the Lean Six Sigma and Process Excellence tools in order improve operational processes and align them with your organisations core objectives
Over 6 hours of speed networking opportunities plus a dedicated speed-networking session providing you with the opportunity to interact and forge relationships with the Lean Six Sigma Professionals and Process Excellence community of experts across industries.
Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well – not just a few. The things that are done well must operate within a close-knit system,. If there is not fit among these activities, there is no distinctive strategy and little to sustain the strategic deployment process. Management then reverts to the simpler task of overseeing independent functions. When this occurs, operational effectiveness determines the relative performance of the organizations and the strategic initiatives are lost.
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Building a Business Case for Strategic Meetings Management TechnologySignUp4
This report aims to assist event professionals across the globe in building an effective business case for leveraging technology within their strategic meetings management programs.
Ein 360 Grad Feedback Group Report verdichtet Einzelreports einer zuvor definierten Gruppe und interpretiert die Ergebnisse aus einer Metaperspektive sowie im Hinblick auf die organisationale Perspektive. Die Einzelaussagen über einen Feedbackteilnehmer werden enger mit der Team- und Organisationsperspektive vernetzt. Dadurch wird das 360 Grad Feedback gezielt für die Personal- und Organisationsentwicklung genutzt.
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
Benefits of Attending
Be part of the growing community at the 14th Annual Lean Six Sigma and Process Improvement Summit Asia 2013
Leading best practice case studies; both small and big picture project examples, providing practical and real time evidence of how you can achieve operational excellence in order to streamline the entire process
Exclusive 3 themed content stream sessions tailored to each stage of Six Sigma and Process Excellence adoption, across industries
Hands on workshop demonstrating how to develop and implement a process excellence structure within your organisation in order to overcome obstacles in stakeholder buy-in and quantify the whole process
Extensive round table and panel discussions; measure practical results in the Lean Six Sigma and Process Excellence tools in order improve operational processes and align them with your organisations core objectives
Over 6 hours of speed networking opportunities plus a dedicated speed-networking session providing you with the opportunity to interact and forge relationships with the Lean Six Sigma Professionals and Process Excellence community of experts across industries.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Q1BroccoliCarrotsKaleSpinachBeetCost ($/lb.)$22$20$25$24$27New vitaminDesiredVitamin CompositionCompositionCompositionSelenium60%25%45%20%50%40%=40%Beta-Carotene10%15%45%50%40%35%=35%Zinc30%60%10%30%10%25%=25%BroccoliCarrotsKaleSpinachBeetTotal BlendNewVitamin Blend4.3%28.3%67.4%0.0%0.0%100%=100%Total Cost$23.46a)Let xi = percentage of minerals i in the new vitamin tablet (i = 1, 2, 3, 4, 5).(60%)x1 + (25%)x2 + (45%)x3 + (20%)x4 + (50%)x5 = 40%(10%)x1 + (15%)x2 + (45%)x3 + (50%)x4 + (40%)x5 = 35%(30%)x1 + (60%)x2 + (10%)x3 + (30%)x4 + (10%)x5 = 25%x1 + x2 + x3 + x4+ x5 = 100%b)Let xi = percentage of minerals i in the new vitamin blend (i = 1, 2, 3, 4, 5).Minimize Cost = $22x1 + $20x2 + $25x3 + $24x4 + $27x5subject to(60%)x1 + (25%)x2 + (45%)x3 + (20%)x4 + (50%)x5 = 40%(10%)x1 + (15%)x2 + (45%)x3 + (50%)x4 + (40%)x5 = 35%(30%)x1+ (60%)x2 + (10%)x3 + (30%)x4 + (10%)x5 = 25%andx1 ≥ 0, x2 ≥ 0, x3 ≥ 0, x4 ≥ 0, x5 ≥ 0.
Q2DataResultsFixed Production Cost$1,000,000Fixed Production Cost$1,000,000Marginal Production Cost$1,600Variable Production Cost$4,800,000Marginal Purchase Cost$2,000Total Cost if Produce$5,800,000Sales Forecast3,000Total Cost if Purchase$6,000,000a) They should produce the motors internally.b) Break-even point = $1,000,000 / ($2,000 - $1,600) = 2,500.
Q3Exercise 1Exercise 2Membership Cost$0.60$0.50ActualMinimumBenefit Contribution perCaloriesCaloriesUnit of Each ActivityBurnedBurnedMachine 15360>=60Machine 22231>=30Machine 379126>=126Activity 1Activity 2Total CostLevel of Activity6.758.75$8.43Calories burned217
Q4Distance (miles)Distribution Center123418001,300400700Plant21,1001,4006001,00036001,200800900Fixed Cost$100Cost per Mile$0.50Unit CostDistribution Center12341$500$750$300$450Plant2$650$800$400$6003$400$700$500$550ShipmentsDistribution Center1234Total ShippedSupply10021012=12Plant2098017=1731010011=11Total Received10101010====Total CostDemand10101010$20,200
Q5Profit Per Vehicle123$50.00$40.00$30.00Installation TimesTom0.020.030.05John0.050.020.04Hours WorkedTotalTom400040<=40John040040<=40Total VehiclesTom200000Profit$180,000.00John020000
975 Walnut Street, Suite 360 . Cary, North Carolina 27511 USA . Phone: 919.460.8180 Fax 919.460.0867 . www.balancedscorecard.org
Strategy-Based Balanced Scorecards for Technology
Companies
Do you have a strategy to grow your business that is aligned with
your vision? Are your business and support units aligned with
organization strategy? Are employees and the work they do aligned
with strategy and a shared vision for the future? How are you
keeping score and communicating performance progress internally
and externally toward goals?
If you would like to develop an aligned business strategy, and
measure and communicate with clarity how well you are executing
your strategy, then a strategy-based balanced scorecard system
may be what you need.
“Balanced scorecard” means different things to different people. At
one extreme, measurement-based balan ...
Are you a measured-manage organisation? Let's self-scan.
Do you have agreed-upon measures?
Do you have a financial and non-financial balance?
Do you link strategy and operations?
Do you update scorecards regularly?
Do you have effective communications?
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
As a Corporate Strategy Leader, you are under immense pressure to drive organizational success, align strategic initiatives, and ensure the effective allocation of resources to drive business outomes. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, provides a comprehensive solution for managers looking to overcome these challenges with greater efficiency, insight, and impact. This webinar will explore how OnePlan’s SPM platform can transform strategic planning and execution within your organization. Learn How To:
Align Strategy and Execution: Discover how OnePlan ensures that every initiative aligns with your organization’s strategic objectives, optimizing outcomes and driving success.
Make Data-Driven Decisions: Learn how AI-powered analytics and predictive insights can empower managers to make informed decisions, anticipate future trends, and adapt strategies in real time.
Optimize Resources: Explore strategies for maximizing the use of available resources, reducing waste, and increasing ROI through intelligent planning and allocation features.
Collaborate with Transparency: Understand the importance of fostering a collaborative environment within the Corporate Strategy Office and across departments, facilitated by OnePlan’s centralized platform.
Manage Risk with Agility: See how OnePlan’s AI capabilities can help your team identify potential risks early, propose mitigation strategies, and maintain agility in the face of changing market conditions.
This webinar is designed for strategy executives, portfolio managers, and professionals involved in corporate planning and execution, who are looking to leverage advanced technologies to elevate their strategic processes and outcomes. Join us to uncover the transformative potential of OnePlan’s Strategic Portfolio Management Platform and AI for your Corporate Strategy Office.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Similar to Using The Balanced Scorecard To Align (20)
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"