Balance Scorecard Noq

7/26/2019 Balance Scorecard Noq

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June 20, 2016

EJABI is Jordans premier management development institute, provider of excellent management learning opportunities for managers at all levels. Initiated by EJADA and ACI

Dr. aser Abdel!adi "B#EE, $# C#

%!D C#, %!D B$&Balanced #core Card


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COURSE DESCRIPTION:

An introduction to the Balanced Scorecard designed to

introduce the concepts and critical success factors of

deeloping and i!ple!enting a !easure!ent s"ste!

using the BSC strateg" planning tool principles and

!ethods#

COURSE OB$ECTI%ES:

Achiee &or'ing 'no&ledge of the Balanced Scorecard

concepts

Understand co!ponents for successful i!ple!entation

of !easure!ent and BSC strateg" De!onstrate learning (" deeloping a BSC strateg" tool

and an anal"sis of i!ple!entation for an organi)ation#


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Balanced Scorecard

COURSE OUTCO*ESB" the end of the course+ participants &ill (e a(le to

de!onstrate learning in

Balanced Scorecard ,our Perspecties S-OT Anal"sis Cause and effect lin'ages (et&een strategies and

!easures

Perfor!ance Driers .eading and lagging indicators

Ele!ents for an effectie scorecard Critical Processes for effectie i!ple!entation of a

Balanced Scorecard


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Balanced Scorecard

COURSE RE,ERENCES:

The Balanced Scorecard+ Translating Strateg" Into ActionRo(ert S# /aplan and Daid P# Norton

0arard Business School Press# 1223

The Strateg" ,ocused Organi)ation+ 0o& Balanced

Scorecard Co!panies Thrie In The Ne& Business

Eniron!entRo(ert S# /aplan and Daid P# Norton

0arard Business School Press# 4551


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#trategy Development


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6 I7e al&a"s rec'oned that a ca!el is a horse designed (" a co!!ittee 89

,reddie .a'er


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Quality Gurus

RonaldFisher

1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

She&art

Morgensen

De!ing

Feigenbaum Akao rosb!"ano

#$%$ Rad&ord%arasohn

$uran

Ishi'a&a

Mi'unoTaguchi

(ribus Daid Norton

Ro(ert /aplan

1223

BA.ANCED

SCORECARD

4551 STRATE;


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Balanced Scorecard

1# She&hart: Significance of %ariation>Control of ?ualit"2$ %arasohn) *asi+ belie&s , ommi-men-./nershi. Feedba+k

@# De!ing: Plan+ Do+ Chec'+ Act

1 Point Theor" of *anage!ent

%een eadl! iseases and /bs-a+les# $uran: $uran Trilog"?ualit"Planning+Control+I!proe!ent

# Ishi'a&a: ,ish Bone Diagra!: Cause and Effect Anal"sis

6$ (agu+hi) Si Sig!a I!proe!ent of Processes and Products

F# Norton>

/aplan: The Balanced Scorecard

The Strateg" ,ocused Organi)ation


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Balanced Scorecard

A managemen- s!s-em -ha- +an +hannel -he energies.abili-ies. and se+i&i+ knoledge held b! eole

-hroughou- -he organi'a-ion -oard a+hieing long-erm

s-ra-egi+ goals -o guide +urren- er&orman+e and -arge-

&u-ure er&orman+e using measures in &our +a-egories)

&inan+ial er&orman+e. +us-omer knoledge. in-ernalbusiness ro+esses. and learning and gro-h$

%u++ess

a robus- learning s!s-em &or -es-ing. gaining &eedba+k on.

and uda-ing -he organi'a-ions s-ra-eg!$

ines- in -he long -erm ra-her -han

manage -he bo--om line -o um u shor-

-erm gains$


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June '(, '()* Balanced #core Card )(

1ltimate 2oal, to Become a3

#45A4E2678C1#ED 852A9I:A4I89

1

2

3 4

5


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VISION

Why we existVALUES

Whats important to us MISSIONWhat we want to be

STRATEGY

Our game plan

BALANCED SCORECARDImplementation & Focus

STRATEGIC INITIATIVES

What we need to do

DESIRED STRATEGIC OUTCOMES

Satisfied

SHAREHOLDERS

Deli!ted

CUSTOMERS

Efficient and Effecti"e

#ROCESSES

Moti"ated $ #re%ared

&OR'(ORCE

#ERSONAL OB)ECTIVES

What I need to do

Finan+ial us-omers :n-ernal ;ro+ess


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%ISION*ISSION

STRATE;PSP

installations4# Conduct Readiness and AT Site Support

Conferences

@# I!proe PRO,IS Readiness>Tas'ing

*anage!ent

# I!proe !onitoring and reporting of

securit" threats

# I!proe i!ple!entation of Ar!" Training

*anage!ent S"ste! : CT;+ .ongrange

calendar+ *RR &or'shop

3# *ai!i)e training opportunities

North Atlantic Regional *edical Co!!and

g + g p

,ull" I!ple!ent Balanced Scorecard in NAR*C

ACoS Objective Champion: (Legend):

Operations

Clinical

Logistics

Information Management/Information Technology

Resource Management

Personnel

Garrison

F# Deelop Co!prehensie Clinical Business

Plan !ai!i)ing *T, utili)ation

# I!proe predicta(ilit" and sta(ilit" ofpatient care !anpo&er

2# I!ple!ent Data ?ualit" Progra!: alidate

and !onitor D? process and reports

15#I!ple!ent process to !onitor and i!proe

DoD Patient Safet" Progra! co!pliance

11# Deelop and i!ple!ent Co!ple Care

Coordination Plan

14# I!proe Hualit" !anage!ent progra!

co!pliance in areas of $CA0O+ CC?AS+

0IPAA+ and Patient Safet" Progra!

s


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Building A Balanced Scorecard

*aJor Pre!ise: Each organi)ation is uniHue

1# Preparation: Define the appropriate (usiness unit

4# Interie&s: ,irst Round Senior !anager>s &ith BSC intro and

(ac'ground !aterials@# Eecutie -or'shop: ,irst Round Top !anage!ent deelop

scorecard 6.in'ing *easure!ents to Strateg"9

# Interie&s: Second Round Tentatie Scorecard

# Eecutie -or'shop: Second Round attend (" groups !iddle

!anagers+ cha!pions+ !easures+ targets

3# Eecutie -or'shop: Third Round: Eecutie ,inal consensus

F# I!ple!entation Tea!

s


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SPEED

A.TITUDE

DIRECTION

PITC0


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Three ,inancial The!es:

Reenue ;ro&th and *i

Cost Reduction > Productiit" I!proe!ent

Asset Utili)ation > Inest!ent Strateg"

s


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Three Core Custo!er %alue Propositions:

The 'e" concept for understanding driers of the

core !easure!ents of satisfaction+ acHuisition+

retention+ and !ar'et and account share

Product > Serice Attri(utes

Custo!er Relationship

I!age and Reputation

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INTERNA. BUSINESS PROCESS

Critical internal (usiness processes in &hich theorgani)ation !ust ecel:

Delier on the alue propositions of custo!ers in

targeted !ar'et seg!ents

Satisf" shareholder epectations of ecellent returns

*easures should (e focused on internal

process that &ill hae the greatest i!pact oncusto!er satisfaction and achieing

organi)ation7s o(Jecties

Us Organi)ational .earning and ;ro&th co!e fro!


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Organi)ational .earning and ;ro&th co!e fro!

three principal sources:

;eole

%!s-ems

/rgani'a-ional ;ro+edures

,inancial+ custo!er and internal process perspecties

of BSC &ill reeal large gaps (et&een eisting

capa(ilities of people+ s"ste!s+ and procedures and&hat &ill (e reHuired to achiee targets for

(rea'through perfor!ance

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1# Properl" constructed BSC should tell the stor" of the

organi)ations strateg" single strateg"

4# The !easure!ent s"ste! should !a'e relationship a!ongo(Jecties eplicit so the" can (e !anaged and alidated

@# Articulate the 6theor" of (usiness9 co!petitie ecellence

# Cause and effect should perade all four perspecties

# Short ter! targets

3# Too !an" !easures too co!plicated for organi)ation to

a(sor(

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Return on Capital E!plo"ed

Custo!er .o"alt"

OnTi!e Delier"

Process ?ualit" Process C"cle Ti!e

E!plo"ee S'ills

,INANCIA.

CUSTO*ER

INTERNA.

.EARNIN;

K ;RO-T0

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Cause and Effect ?inages Example

FinancialR/:

Reenue MiC

#ro-h

Customer

%a-is&a+-ion

Re-en-ion

Rela-ionshis

Process

e !+le

Jrs Ius-

?e ;rod Re

L & G

ReIemlo!ee

Kob oerage

#oals Aligned

*roaden Reenue MiC

us-omer %a-is&a+-ion

:n+rease us-omer on&iden+e

nders-and us-omer

%egmen-s

eelo -he

/&&ering

@mlo!ee %a-is&a+-ion

:mroe us-omer :n&orma-ion *roaden %kills Reard Alignmen-

:mroe Re-urns

Us


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/rgani'a-ions should hae hundreds. -housands o&

measures -ha- -he! +an moni-or -o ensure -ha- -he! are

&un+-ioning as eCe+-ed and -ha- ill signal hen+orre+-ie a+-ion mus- be -aken$

*( -hese are no- -he driers o& business +ome-i-ie

su++ess as are ou-+ome and er&orman+e drier

measures on *%

iagnos-i+ Measures) moni-or he-her business in

+on-rol

%-ra-egi+ Measures) e&ine a s-ra-eg! designed &or

+ome-i-ie eC+ellen+e. dire+- &o+us

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.ead Indicators: ,ocus !anage!ent Attention on the

Driers of Perfor!ance

e#g# Clai!s ?ualit" Audit Staff Deelop!ent

Plan

.ag Indicators: Core Outco!e *easures

e#g# Clai!s ,reHuenc" Staff Productiit"

Clai!s Seerit"

.oss Ratio

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,inancial

;ro&i-abili-!

#ro-h

%hareholder

Lalue

ash Flo

;ro&i-s

%ales #ro-h

R/:. R/@

= R/A

Custo!er

Resonse

%eri+e

uali-!

!+le (ime

A++ura+!

/n (ime

@rror Ra-es

Organi)ation

:nnoa-ion

on-$ :mroe

:n-elle+-ual

Asse-s

?e ;rodI

%ales

(ime Redu+-ion

Mk- Lalue

Processes

!+le (ime

uali-!

Re-en-ion

(urn Around

(ime -o Mk-

@rror Ra-es

(urnoer

Source: Professor. Kaplan and David P. Norton

?ining %erspectives

To achieve ourvision, howshould weappear to ourcustomers?

To achieve ourvision, how willwe sustain ourability to change

& improve?

To succeedfinancially, howshould weappear to ourstaeholders?

To satisfy ourcustomers, whatbusinessprocesses mustwe e!cel at?

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BSC C0A*PIONS>.EAD

1# Responsi(le for specific Strategic O(Jectie

4# Identif" reHuired coordination

@# Assign su(ordinate support and tas'sData Sources

Collection *ethod

Data Aaili(ilit"

,reHuenc" of reporting

Initiaties Supporting Strategic O(Jectie

## *onitor progress to target

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M@A%R@M@?( %G%(@M

(@M;


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#corecard Nealt! C!ecM

Capability to Drive Change

Measures are Non-Conflicting

Clear Linkages Between Measures

Aligned to Strategic b!ectives

Balance of Measures

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#corecard Nealt! C!ecM

Support and wnership "stablished

#esults are Analy$ed and #eported

Baseline and %argets &dentified

Measures are 'Actionable( and %ied to

&nitiatives

Co)prehensive Definitions "stablished

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Balance Scorecard Noq

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