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Session 4
Strategy and Analysis
STRATEGY AND CHANGE
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THE FIRST STEP IN CHANGE IS
STRATEGY..
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STRATEGY IS ABOUT DIRECTION
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THE FIRST STEP OF STRATEGY
DETERMINATION IS ANALYSIS..
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HERE WE NEED TO CHOOSE A MODEL
FOR ANALYSIS..
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THEN FACILITATE VISION AND
STRATEGY..
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Classically planning dealt (essentially) withthe following:
Diagnostics (mostly referred to asenvironmental scanning andorganization diagnostic studies)
Classification (the most common
technique used was the so called SWOTanalysis);
Setting strategic objectives;
Developing implementation plans
CLASSICAL PLANNING
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The BSC addresses the weaknesses of theclassical strategic planning approach as wellas most performance management systems;
It provides an integrated visioning, planning,strategizing and performance managementprocess;
Implementation is facilitated by cascadingthe scorecard from enterprise to individuallevel, thereby ensuring optimal integrationand alignment.
CLASSICAL PLANNING
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THE BSC TO FACILITATE VISION AND
STRATEGY..
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Communication Tool
Strategic
Management System
Measurement
SystemBalanced Scorecard
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The name Balanced Scorecard reflects the
Balance between
short- term and long-term objectives
financial and non-financial measures
lagging and leading indicators
external and internal performance
perspectives.
THE BSC DEFINED
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Step 1:
Clarify the Vision
Clarify the Mission or Strategic Value
Proposition.
THE BSCPROCESS
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Step 2:Create strategic objectives in the
four perspectives to realize the
Vision and Mission
THE BSC PROCESS
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Financial Perspective:
Balance revenue growth and efficiencies
Customer
Perspective:
Differentiate your organization from competitors.
Internal Process Perspective:
Identify operational, customer-relationship, and innovation
processes to support your customer and financial goals
Innovation and Learning Perspective:
Define the skills, technologies, and corporate culture neededto support your strategy.
THE BSCPERSPECTIVES
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Strategic Objectives in FinancialStrategic Objectives in Financial
Long-term Shareholder
Value
Revenue Growth
Improve Cost Structure
Increase Asset Utilization
Cost Efficiency
Expand Revenue
Opportunities
Enhance Customer Value
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PricePrice AvailabilityAvailability BrandBrandServiceServiceQualityQuality
Customer AcquisitionCustomer Acquisition
Customer SatisfactionCustomer Satisfaction
Customer RetentionCustomer Retention Customer ProfitabilityCustomer Profitability
Market ShareMarket Share
Strategic Objectives in CustomerStrategic Objectives in Customer
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Human CapitalOrganization
Capital
Information
Capital
Skills
Knowledge
Attitude
Systems
Database
Networks
Culture
Leadership
Organization
Development
Strategic Objectives in Learning and GrowthStrategic Objectives in Learning and Growth
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THE BSC MAP LOGIC
Cost Efficiency
Long-term Shareholder Value
Revenue Growth
Price Availability BrandServiceQuality
Operations
Management
Processes
Human Capital
Customer
Management
Processes
Innovation
Processes
Regulatory
and Social
Processes
Organization Capital Information Capital
Financial
Customer
Internal Process
Learning & Growth
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Step 3:
Define performance
measures for objectives
or goals
THE BSCPROCESS
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BSC DEFINED
Causal Relationship
Vision
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Step 4:Set up a reporting and
communication system
THE BSCPROCESS
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Dashboard
Plan
DoReview
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THAT LEAVES YOU WITH A SET OF
INDIVIDUAL INITIATIVES (PROJECTS) THAT
TELLS YOU WHAT YOU NEED..
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THE CHANGE NEED (FOCUS)..
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THE CAPACITY NEED
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THE PEOPLE NEED
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THE CHANGE
PROJECT AS
SOCIO-
TECHNICAL
EFFORT
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?
ORGANIZATION CULTURE
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ORGANIZATION CULTURE
CultureCulture The Way We Do Things HereThe Way We Do Things Here
Patterns of behaviour and practicesPatterns of behaviour and practices
Artefacts (physical environment)Artefacts (physical environment)
ValuesValues
BeliefsBeliefs
Belief systemsBelief systems
Underlying assumptionsUnderlying assumptions
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CultureCulture The Way We Do Things HereThe Way We Do Things Here
Patterns of behaviour and practicesPatterns of behaviour and practices
Artefacts (physical environment)Artefacts (physical environment)
We often observe thisWe often observe this
ORGANIZATION CULTURE
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CultureCulture The Way We Do Things HereThe Way We Do Things Here
ValuesValues
BeliefsBeliefs Belief systemsBelief systems
Underlying assumptionsUnderlying assumptions
To make assumptions aboutTo make assumptions about
thisthis
ORGANIZATION CULTURE
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Organization
cultureYour project
ORGANIZATION CULTURE
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Culture
Navigation
Individual
competence, and
engagement
Leadership
Climate
ORGANIZATION CULTURE
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Positive:Positive:
CreativityCreativity
InnovationInnovation
EngagementEngagement
Performance excellencePerformance excellence
Long term sustainabilityLong term sustainability
ORGANIZATION CULTURE
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Negative:Negative:
DirectionlessDirectionless
DeDe--motivationmotivation
Self destructiveSelf destructive
ORGANIZATION CULTURE
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Organization Culture Determines:Organization Culture Determines:
How the need for change is perceivedHow the need for change is perceived
How the need for change is internalizedHow the need for change is internalized
How responsive the organization is toHow responsive the organization is to
changechange
How individuals think, and behaveHow individuals think, and behave The long term sustainability of theThe long term sustainability of the
business and projectsbusiness and projects
ORGANIZATION CULTURE
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ORGANIZATION CULTURE
VIDEO PRACT1
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ORGANIZATION CULTURE
EXERC
ISE
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Five Minutes