BalancedScorecards&BusinessDashboardsTheArtandScienceofKeepingProgressinMo<on
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‘The Emotional and Intellectual Process of Achieving Positive Results within a Regenerative Culture™’-CKC
Curtis K. Chocholous CEO & Founder, NuPulse PRO™
NuPulsePro.com [email protected]
937-474-8956
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JeffBezosBansPowerPointinMee<ngs–HisReplacementisBrilliant
Narra<vememoshavereplacedPowerPointpresenta<onsatAmazon.Hereare3reasonswhy:
1. OurBrainsareHardwiredforNarra<ve.2. StoriesarePersuasive.3. BulletPointsaretheLeastEffec<veWayofSharingIdeas.
Emo<onsareOTenMoreInsighUulthanData.-CKC
“Ethos(character&credibility)andLogos(logic&reason)areirrelevantintheabsenceofPathos(emo<on).”-Aristotle
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31YRS3MOSand12DAYS…andIranoutofflavors!
CompaniesServed
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10MostPopularBusinessDocuments
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1. BalancedScorecards2. ProcessImprovement3. GrowthStrategy4. ChangeManagement5. LeanManagement/LeanEnterprise6. PerformanceManagement(Measurement)7. SupplyChainAnalysis8. SixSigma9. ProductLaunchStrategy10. Marke<ngPlanDevelopment
WhyareBalancedScoreboardsandBusinessDashboardsRelevant?
DoesMeasurementRelevanceMaker?
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Cau<on,YouAreNowEnteringNewCuyama,CA
“TheQues<onIHearMostOTen”-MichaelGerber,World’s#1SmallBusinessGuru,TheEMyth
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“HowdoIgetmypeopletodowhatIwant?”
“Ifyouwantitdone,you’regoingtohavetocreateanenvironment in which ‘doing it’ is more important toyourpeoplethannotdoingit.Where‘doingit’becomesawayoflifeforthem.”
AWordofEncouragementFocusMoreTimeandEnergyintoCrea<ngandSustainingaWorkEnvironment
wherePeopleWillinglyContributetheirTime,TalentandEnergy.
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‘As a leader, it’s up to you todiscover the hidden poten<alinpeople;pointouttheirgoodquali<es and encourage themastheygrow.’–ArtStegman1989
TheStegmanLeadershipPrinciple
WelcometoNuPulsePROTransformingLeadersandBusinessResults
FROMTHEFOUNDER&CEO
MyclientsoTenseekmeoutwhentheysensethere’ssomethingholdingtheirbusinessback,buttheycan’tquiteputtheirfingersonthe problem. These talentedmanagers find themselves bogged downby day-to-day disrup<ons and issues that prevent them frominves<ngtheirvaluable<meworkingonthestrategicneedsofthebusiness.Soundfamiliar?It’seasytofixateonthedailybusinessissues,buttherealopportuni<esliewithunlockingthehiddenpoten<alofyourteam. By working hands-on with employees across many organiza<ons, I’ve helped clients achieve amazing business results. Onemanufacturingcompanydoubledtheiremployeebonuspaymentsin9months!Toscalethesebenefitsbeyondmyteachingandconsul<ngprac<ce, IdecidedtocreateNuPulsePROSaaS(SoTware-as-a-Service)tohelpleadersiden<fytheirtoppriori<esandfocusonwhatmakersmost–becausegoodprocessisneededtomakegooddecisionsanddrivetherightac<ons.Themagic,though,isn’tinthetoolitself,it’sinthepeoplebehindit.NuPulsePROSaaShelpsyoutapdeeperintothetruetalentsandcapabili<esofyourteaminordertodiscoverandunleashtheirtruepoten<al.NuPulsePROwillcreateavibrantnewpulseinyourorganiza<ontohelpyougetthebestoutofyourbusiness!Bringingoutthebestinpeopledrama9callyincreasesHIGH-VALUEOUTCOMES.Believeandyou’llsee…we’rehereforyou.Sincerely,Cur<sK.ChocholousFounderandCEO
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AgreatdealhasbeenwrikenandpublishedaboutBalancedScorecardsandBusinessDashboards. As human Vital Signs are measured to ascertain human health,businesses have similar Vital Signs known as KPI (Key Performance Indicators) andmetrics.Thispresenta<onisanakempttoclarifyandfillatleastsomeofthepossiblemisunderstandings and voids related tomeasuring business performance in today’scompe<<vemarketplace.
VitalSigns–theESSENTIALBODYFUNCTIONS,comprisingPULSErate,body TEMPERATURE, and RESPIRATION, used as a MEASURE ofHEALTHorPHYSICALCONDITION.-Dic<onary.com
BeyondtheFourPrimaryHumanVitalSigns…
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ThisisalsotrueofBusinessOpera<ngSystems(BOS)becausePeoplearetheCompany.
…insidetheHumanSystemthere’smore-than-meets-the-eye.
The80/20Leadership™System(a.k.a.,80/20L™)
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12
TheArt&ScienceofMaximizingEmo<onal,IntellectualandPhysicalWell-Being
PEOPLE POTENTIAL
80% is the Emotional interactive people-side of success.
Intellectual Preparation is not the same as Emotional Readiness
PROCESS MASTERY
Intellect (tools) makes up 20% of the success.
HIGH-POTENTIAL HIGH-PERFORMANCE
ORGANIZATION LeadbyServing&ServebyLeading(BeaBucketFiller)
P E O P L E P O T E N T I A L
20%Time
P E O P L E P E R F O R M A N C E
80%Results
ProcessMastery
Ethos+Logos+Pathos=HPHPO
11HumanBodySystems
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BusinessOpera<ngSystem(BOS)
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-Resources-Org-Design-Facili<es
Leadership (Driver)
People (Potential)
Culture (Behavioral Norms)
Strategy (Foundation)
Structure (Enable Execution)
Process (Implementation) Op9mal
BusinessPerformance
-Character-Influence-Communica<on(Glue)
-Awtude&Humility-Competence-Fit,Posi<on&Role
-Values&Teamwork-Trust&Respect-Accountability
-Existence(Customer)-Reality&PriorityIssues-Vision(SharedGoals)
-Standards&Metrics-Tools&Mee<ngs-DocumentedSOP
6Interdependent80/20L™Organiza<onalSystemsforOp<malBusinessPerformance
ChangingAnySingleSystemImpactsBOSPerformance
Who’stheBOS?
The3TypesofBalancedScorecardsandDashboards
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NotGoodEnough
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AGOODBalancedScorecardis…
• WhatyouMEASUREiswhatyouget.• It’snotwhatyouEXPECT,it’swhatyouINSPECT.• IfyoucanMEASUREit,youcanMANAGEit.
…basedonthepremisethatmeasurementmo<vates&shapesbehavior,sowhymeasure?
1. ToMakeGOODDecisions2. ToDriveGOODAc<ons
JDListenThinkTalk
DecideAct
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BalancedScorecardDefinedThe Balanced Scorecard is a Management Tool forcommunica<ngtheStrategicPlanoftheorganiza<onusingFinancialandNon-FinancialKRAMeasures.–CKC
ABalancedScorecardisNOTaBusinessDashboard
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HBRonBalancedScorecards
Learning,Growth,Processes,CustomerandFinancialFocus
KRA
GOOD Balanced Scorecards include…
Example:
Financial
Customer
Internal
Learning
Business Objectives
• Shareholdervalue• Profit• Newrevenue
• Differen9a9on• Strategicalliances• Customerservice
• Produc9vity• Newproductdevelopment• Segmenta9on
• Peoplepolicy• Alliancemanagement• Customerfocus
Measurements
• %dividendgrowth• Opera9ngMargin• Revenuefromnewservices
• Targetmarket-share• Profitsfromalliances• Customersa9sfac9on
• Revenue/workhour• Productdevelopmentcycle9me
• Numberofini9a9vestargetedatprofitablesegments
• Managementcontrolspan• Numberof“learningpartnerships”
• %management9meinterfacingwithcustomers
Targets
• CPI+X%annually• Topquar9le• 25%inthreeyears
• Numberone• $Minfiveyears• Numberonecustomerra9ng
• Best-in-classwithinfiveyears
• Reducedby50%intwoyears
• 60%withinoneyear
• Tripleinthreeyears• 10infiveyears• 20%intwoyears
Accountabilities
• FinanceDirector• CEO• BusinessDevelopmentManager
• Marke9ngDirector• BusinessDevelopmentManager
• Marke9ngDirector
• COO• ResearchandDevelopmentManager
• Marke9ngDirector
• HumanResourcesDirector
• BusinessDevelopmentManager
• CEO
Clear Accountabilities Ensure Ownership CopyrightProtected.AllRightsReserved.
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…Key Result Areas (KRA), Business Objectives, Measurements, Targets & Accountabilities
Balanced Scorecard X-Matrix
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Vision is Directional – You Must Chart and Navigate the Course
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GOODDashboardDesign“An effec<ve Dashboard tool is a visual display of the most importantinforma<on needed to achieve and sustain business success; consolidatedand arranged on a single board or screen so the informa<on can be seen,monitoredandunderstoodwithabrieflookandlimitedstudy.”-CKC
KeepScoreandKeepItSimple
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GOODDashboardPrac<ces
1. ChooseMeaningfulMetricsthatInfluenceandShapeProduc<veBehavior
2. MakeisVisualandUseColor3. MakeitIntui<veandPromotePublicTransparencyandAccountability
4. MakeitInterac<vetoMo<vateHealthyConversa<on
5. UpdateDailyandKeepitCurrent6. MakeitEasytoAccessandSimpletoUse
LeadershipRisesandFallsonCommunica<on
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IfYou’reNotKeepingScore,You’re…onlyPrac<cing
Measure,MonitorandMasterYourBusiness
NumbersCount,but…
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…the execu<ve who thinks inspira<on is a by-product ofproduc<on figures and dry-as-toast metrics misses the greatlessonsoftransforma<onalleadership.-CKC
TheBokomLineis…MetricsareInherentlyBoring!
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ThePsychologyofPerformanceMeasurement
WesternElectric’sHawthorneWorksElectricCompany,IL1920
TheHawthorneEffect
StayConnectedtoPeople
KPC&KPIMagne<cWhiteboardDashboard
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SAFETY QUALITY DELIVERY INVENTORY PRODUCTIVITY
BeBrief,BeBright,BeGone!
KPA&KPIMagne<cWhiteboardDashboard
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MainKPC&KPITeamCenter
Congratula<onsTEAMforachievinga95%SupplierQualityScore!
Turn-Style(Kiosk)KPC&KPIDashboard
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DepartmentalGroupLeaderKPC&KPITeamCenter
Congratula<onsTEAMforachievinga95%SupplierQualityScore!
MainKPCSaaSDashboard
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EstablishKeyPerformanceCategories(KPC)FirstandthenKPI(KeyPerformanceIndicators)forEachKPC
MainKPISaaSDashboard
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Recogni<onandRewardsforKeyAccomplishments
Congratula<onsTEAMforachievinga95%SupplierQualityScore!
Safety&WellnessTip:Interna<onalMen’sHealthWeek
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Q&A