Planejamento

Estratégico

Where are we?

BRAZIL

From a supporting country to a protagonist

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Junior Enterprises in Brazil

1989 | Fundação Getúlio Vargas

Now | 600 Enterprises

15 000 Entrepreneurs

2000 Projects/Year

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Where are we?

Pernambuco

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Where are we?

Economy increase in recent years Positive future perspectives

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Junior enterprises in Pernambuco

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Our University

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Some of our History

Legal establishment: March 6th, 1990

1990

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Estratégico

Some of our History

Legal establishment: March 6th, 1990

1990 2000

Company closes due to political reasons

Planejamento

EstratégicoCompany closes due to political reasons

Some of our History

2000 2001

Company reopens with strong university support

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Estratégico

Some of our History

2000 2006

Company reopens with strong university support

2001

New managerial stance: Focus on the external

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2006

Some of our History

New managerial stance: Focus on the external

2006/2007

Company feels the need of a strategic planning

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Some of our History

New managerial stance: Focus on the external

2007

A year of great accomplishments

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Some of our History

New managerial stance: Focus on the external

2008

And we continue going up…

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Our Mission

“Develop managers offering organizational solutions to

Pernambuco’s marketplace”

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Our Vision

“Be indicated, in Pernambuco, as the reference Junior Enterprise in quality

and professionalism on providing services ”

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Our Values

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Our Values

We value our members initiative and autonomy, anticipating the facts and proposing solutions.

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Our Values

We are entrepreneurs because we seek new business opportunities, responding to market challenges with responsibility and efficiency.

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Our Values

We see compromise as an attitude of moral stamp, honoring our word and fighting for what we believe.

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Our Values

We seek the full satisfaction of our customers and our members in compliance with all its demands

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Our Values

We are able to successfully explore new ideas, becoming a highlight in a competitive environment.

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Our Values

We work as a team in a fully honest and transparent environment, in order to achieve the excellence in all our results.

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Our Organizational Structure

Presidency

Projects MarketingHuman

Resources

Quality

Adm / Fin

ComunicationCustomer relations

Council

Pro

ject

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Our Partners

Estrategic Way to Succeed

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What is the BSC?

The balanced scorecard (BSC) is a strategic planning and management

system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor

organizational performance against strategic goals.

Planejamento

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History

1990- Nolan Norton Institute sponsored a multicompany study, “Measuring performance in the organization of the future”

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HistoryMotivation:

The financial performance of an organization is essential for its success.A pure financial approach for managing organizations suffers from two drawbacks:

It is historical;Intangible assets;

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Organization from four perspectives:

BSC

CustomerInternal Business Processes

Learning and Growth

Vision & Strategy

Financial

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Financial

“ To suceed financial, how should we appear to our

shareholders?”

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Financial

Strategic Themes:Revenue growth and mix;Cost reduction/ productivity improvement;Asset utilization/ investment strategy;

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“To achieve our vision, how should we appear to our

costumers?”

Customer

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Core measurement:Market share;Customer retention;Customer acquisition;Customer satisfaction;Customer profitability;

Customer

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“To satisfy our shareholders and customer, what

business processes should we excel at?”

Internal Business Processes

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“To satisfy our shareholders and customer, what

business processes should we excel at?”

Internal Business Processes

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Learning and Growth

“To achieve our vision, how will we sustain

our ability to change and improve?”

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Core measurement:Employee satisfaction;Employee retention;Employee productivity;

Learning and Growth

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MAP

Every measure selected should be part of a link of cause-and-effect relationships that culminate in

improving financial performance.

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MAP

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Innovative companies are using BSC to accomplish critical management processes:

Clarify and translate vision and strategy; Communicate and link strategic objetives and measures;Plan, set targets, and align strategic initiatives;Enhance strategic feedback and learning;

Information Age

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Clarifying the vision;

Gaining consensus;

Clarify and translate vision and strategy

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Communicating and educating;Setting goals;Linking rewards to performance measures;

Communicating and linking

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Setting targets;Aligning strategic initiatives;Allocating resources;Establishing milestones;

Planning and target setting

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Articulating the shared vision; Supporting strategic feedback;Facilitating strategic review and learning;

Enhance strategic feedback and learning

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Articulating the shared vision; Supporting strategic feedback;Facilitating strategic review and learning;

Enhance strategic feedback and learning

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Strategic planning applied to FCAP Jr. Consultoria

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Creation

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Creation

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Creation

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Creation

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Creation

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Control Methods

Alignment Meetings

Executive PresidentMonthlyAction Plans

QPR

Quality AccessoryQuarterlyKPI develpment

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Revisions

Finance

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Profit Growth

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Cash Flow Maintenance

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Optimization of Reinvestment Capacity

Internal Processes

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Innovation Management

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Project Management

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Project Management

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Quality Management

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Internal Process Management

Learning

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Satisfaction and retention of talents

Recognizing team work

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Satisfaction and retention of talents

Organizational Climate and Culture SurveyOpen House

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Increase of productivity

Evaluation of performance Creating project teams

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Increase of productivity

Evaluation of performance Commitment with the companyCommunicationCredibility and trustinessEfficiency and effectivenessPunctualityProductivityInitiative and responsibility

Creating project teams

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Increase of productivity

Evaluation of performanceCreating project teams

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Increase of productivity

Evaluation of performance Creating project teams

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Remodeling of Organizational Culture

Organizational values adequacy survey

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Knowledge Management

Standardization of the Project Archival Process

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Members’ training

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Working conditions

Customers

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Communication Channels

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Institutional Image

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Strengthening of partners

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Strengthening of partners

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Clients loyalty

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Increase in number of clients

First contactsVisit to clientsNumber of projects