Improving Your Strategic Focus & Performance
Dan Ryan, EVP Management Systems and Health & Safety
Strategic Performance Management & Measurement Summit
March 27, 2010
Atlanta, GA
Veolia Water is the
leading provider of
comprehensive water
and wastewater
services for over 300
municipal and
industrial clients
through-out North
America.
Approximately 2,700 Employees
In 32 States and 3 Provinces
Veolia Water Uses Balanced Scorecard to Drive North American Strategy
• Veolia Water introduces new CEO in
2008 – Laurent Auguste.
• Auguste had experience with the
balanced scorecard in his previous
roles with Veolia Water in the Asia-
Pacific region .
• Auguste seeks winning strategy based
on strategic alignment throughout the
organization.
• Veolia Water selects the Balanced
Scorecard Institute to define a
strategic planning and management
system based on balanced scorecard
methodology.
Veolia Water Uses Balanced Scorecard to Drive North American Strategy
CEO creates new department – Management Systems
The role of “Management Systems”
Develop and implement systems and procedures for enabling continuous
improvement towards maintaining high standards of quality, reliability, safety and
compliance across the country.
Many similarities with BSC
Train Management Teams on BSC Methodology and Value
Develop Mission Statement
Develop Vision Statement
Conduct Strengths, Weaknesses, Opportunities, and Threats
(SWOT) Analysis
Identify Strategic Objectives
Identified Key Performance Indicators (KPI’s)
Set KPI Targets and Red Flags
Identify Initiatives
Cascade Process to Functional Departments
Engagement of consultant reduced likelihood of false start.
Worked with our Consultant to…
Key components of our strategy
Mission
Vision
Values
Mid-term Objectives
Strategy Map
Key Performance Indicators
Initiatives
Recognized benchmark Leader
Reliable solutions to water challenges –
Profitable Growth, Recognition, Employer of choice
Behaviors driving SVR (Service, Value, Responsibility)
Added value for customer, employees and shareholders
Tracking our progress
Actions making it happen
How we get there
• Boost organizational performance.
• Breakdown communication barriers
between business units and
departments.
• Increase focus on strategy and
results.
• Budget and prioritize time and
resources more effectively
• Help the company better understand
and react to customer needs.
The Veolia Water Balanced Scorecard was designed to:
Alignment
8
Financial
Customer
Business
Process
Learning
& Growth
Veolia Water North America Corporate Strategy Map
Sustainable, Profitable High Growth Innovative Solutions & Partnerships Operational & Technical Excellence
Increase Business Development
Leverage Technical,
Operational & Business Expertise
Increase Profitability
Increase Penetration of New & Current Markets
Achieve A High Rate of
Sustainable Growth
Attract, Develop &
Retain Skilled & Ambitious Staff
Improve Understanding of Stakeholders & Market Trends
Cultivate a Performance
Based Organization
Improve Internal
Processes Throughout the
Organization
Increase Customer &
Community Trust & Strengthen
Brand
Improve The Performance of Our New and
Current Business
The following slides are example initiatives that were…
1) Funded as justified by the BSC process
2) Selected to support Strategic Objectives and their KPIs
Initiative / Strategy Map Linkage
12
Talent Acquisition and Recruitment
Hired Bob Caldrone; Director, Talent Acquisition
13
Compensation Framework
- Levels
- Titles
- Salary Ranges
- Incentive Targets
Initiative / Strategy Map Linkage
14
Performance Management
Initiative / Strategy Map Linkage
15
Competency Management
Developed Database
Reviewed job descriptions for key
jobs in operations
Completed “mapping” of
competency requirements for key
jobs in operations
Identified gaps and opportunities
Developed competency-based
training programs
Initiative / Strategy Map Linkage
16
Re-design of Annual Incentive Plan (AIP)
Initiative / Strategy Map Linkage
17
The Balanced Scorecard
Aggregate Score will also
impact the level of funding
of the incentive pool.
18
Re-design of Annual Incentive Plan (AIP) – cont.
2011 Balanced Scorecard Target 6.67
2011 CAFOP / Revenue Target 10.12%
Initiative / Strategy Map Linkage
19
Commission Plan Re-design
Funding of Commission Pool
Determination of Size of Commission Pool
Clarity and Definition Related to Administration of Commission Program
Linkage of Developer’s Commission Plan to Annual Incentive Program (AIP)
Allow for Some Level of Subjectivity/Flexibility
Communication of Commission Plan
Initiative / Strategy Map Linkage
20
Created Shared Service Center
Initiative / Strategy Map Linkage
21
Payroll Consolidation
Addressed Numerous Payroll Issues:
- Payroll Processing and Practices
- Federal Employer Identification Number (FEIN)
Initiative / Strategy Map Linkage
22
Time Labor Management
Converted from paper time-
keeping to a computerized time
labor management system.
Initiative / Strategy Map Linkage
23
Reorganization
To better manage existing
business and to proactively
organize for expected growth:
Reorganized “Municipal”
regions from 4 to 3.
Formed an “Industrial”
Business Group
Initiative / Strategy Map Linkage
24
Project Polaris
Initiative / Strategy Map Linkage
25
Under Ground Asset Management (UGAM)
Initiative / Strategy Map Linkage
26
Meters – Product Offering
=
Initiative / Strategy Map Linkage
27
Water Footprint
Carbon Footprint
Initiative / Strategy Map Linkage
28
Benchmarking
VWNA / McKinsey Joint Venture
- Pilot project at VW Indianapolis
- Pilot project at VW Milwaukee
Initiative / Strategy Map Linkage
29
CRM Sales Tool
Customer Relationship Management (CRM) is a widely-implemented
strategy for managing a company’s interactions with customers, clients
and sales prospects. It involves using technology to organize, automate,
and synchronize business processes—principally sales activities, but also
those for marketing, customer service, and technical support. The overall
goals are to find, attract, and win new clients, nurture and retain those the
company already has, entice former clients back into the fold, and reduce
the costs of marketing and client service. Customer relationship
management describes a company-wide business strategy including
customer-interface departments as well as other departments.
Initiative / Strategy Map Linkage
30
Contract Management Database
e3 is a web-based software program
used to manage company, client,
regulatory, and contractual
obligations and deliverables (tasks)
and to manage audit/inspection
findings (issues) from identification
through resolution (closure). It is a
repository for facility’s regulatory
operating permits and service
agreements (contracts).
VWNA has purchased an
unlimited user’s license
agreement with e3
Solutions Inc.
An on-going initiative
involves review of all
contracts for risk
assessment and overall
improvement opportunities
Initiative / Strategy Map Linkage
31
Developed Client Satisfaction and
Trust Survey
Survey Excerpt…
Initiative / Strategy Map Linkage
32
Cost of Goods Sold (COGS)
This initiative provides a systematic
approach to treatment plant
optimization. Subject matter
experts work with plant personnel
to review expenses such as power
chemical, labor, residuals
management, etc. to maximize
plant efficiency, control costs, and
seek sustainable solutions.
Initiative / Strategy Map Linkage
Veolia Water receives the Balanced Scorecard Institute’s “Award for Excellence” based on the following criteria:
Executive Leadership
Strategy Mapping
Breakthrough Results
Alignment
Data-Driven Decision Making
Strategic Resource Allocation
Reporting and Communication
Sustainability
February 26, 2012
“People cannot perform better than the organization supporting them”
Thank You
Strategic Performance & Change Management Conference
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•Spider Strategies, Inc. •Association for Strategic Planning •Process Excellence Network •Strategy Management Group
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November 13-15, 2012 in New Orleans, LA
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