Balanced scorecard ( apresentação )
26
Balanced Scorecard René Ewing Governor’s Special Assistant for Management and Quality Improvement October 1999
-
Upload
carla-nascimento -
Category
Economy & Finance
-
view
687 -
download
2
Transcript of Balanced scorecard ( apresentação )
Balanced Scorecard
René EwingGovernor’s Special Assistant for Management and Quality
Improvement
Balanced Scorecard
René EwingGovernor’s Special Assistant for Management and Quality
Improvement
October 1999October 1999
The Governor’s Vision . . .The Governor’s Vision . . .
ake Washington a great state to live, work and raise a family
ake Washington a great state to live, work and raise a family
Make state government as innovative, efficient, and customer-friendly as the best
private enterprises in our state.
Make state government as innovative, efficient, and customer-friendly as the best
private enterprises in our state.
Restoring Trust in State GovernmentRestoring Trust in State Government
Fundamental Objective . . .Fundamental Objective . . .
o improve the performance of state government by increasing the
value received by citizens as a result of our work
o improve the performance of state government by increasing the
value received by citizens as a result of our work
Primary Strategy . . .Primary Strategy . . .
o change the culture of state government from a focus on process
to a focus on results
o change the culture of state government from a focus on process
to a focus on results
Quality InitiativesQuality Initiatives
Sub Cabinet for Management and Quality
Quarterly Reporting System
Governor’s Quarterly Quality Awards
Performance Agreements
Self Assessment
Sub Cabinet for Management and Quality
Quarterly Reporting System
Governor’s Quarterly Quality Awards
Performance Agreements
Self Assessment
Next Steps . . .Next Steps . . .
Create Customer focused organizations
Establish performance management systems
Create Customer focused organizations
Establish performance management systems
Customer Focus . . .Customer Focus . . .
Citizen Survey of service expectations
Establishment of customer service standards
Citizen Survey of service expectations
Establishment of customer service standards
Basic Tool for Performance Management . . .Basic Tool for Performance Management . . .
A “balanced scorecard” of performance measures to link
strategy and action
A “balanced scorecard” of performance measures to link
strategy and action
What is the Balanced Scorecard?What is the Balanced Scorecard?
A performance management system
Aligns and focuses organizational efforts and resources
Builds on existing performance management elements
Creates long-term value
Promotes and explains
Not merely a list of performance measures
A performance management system
Aligns and focuses organizational efforts and resources
Builds on existing performance management elements
Creates long-term value
Promotes and explains
Not merely a list of performance measures
Public Sector Balanced Scorecard . . .Public Sector Balanced Scorecard . . .
MissionMission
Internal ProcessesInternal Processes
Learning:Skills, Knowledge,
Data, People
Learning:Skills, Knowledge,
Data, People
Value and BenefitValue and Benefit Customers and Constituents
Customers and Constituents
Financial and Social Cost
Financial and Social Cost
Translating Vision and Strategy: Five Perspectives . . .Translating Vision and Strategy: Five Perspectives . . .
LEARNING and GROWTHLEARNING and GROWTH
To achieve our vision, how will we sustain our ability to change and improve?
To achieve our vision, how will we sustain our ability to change and improve?
CUSTOMER and CONSTITUENTSCUSTOMER and CONSTITUENTS
To achieve our vision how should we appear to our customers?To achieve our vision how should we appear to our customers?
INTERNAL BUSINESS PROCESSINTERNAL BUSINESS PROCESS
To satisfy customers and public, what business processes must we excel at?
To satisfy customers and public, what business processes must we excel at?
FINANCIAL and SOCIAL COSTFINANCIAL and SOCIAL COST
While achieving our vision, how shall we minimize cost to the state and society?
While achieving our vision, how shall we minimize cost to the state and society?
VALUE and BENEFITVALUE and BENEFIT
To achieve our vision, what public benefits must we create?To achieve our vision, what public benefits must we create?
Vision and
Strategy
Benefits . . . Benefits . . .
Deploys the strategic plan
Focuses and aligns agency efforts
Tests cause-and-effect relationships
Tells the agency’s story
Family of measurement types reduces risk
Links performance measures to decision making
Deploys the strategic plan
Focuses and aligns agency efforts
Tests cause-and-effect relationships
Tells the agency’s story
Family of measurement types reduces risk
Links performance measures to decision making
Building Existing Performance Management Efforts. . . Building Existing Performance Management Efforts. . .
Quality improvement
Regulatory improvement
Strategic planning
Performance budgeting
Performance agreements
Quality improvement
Regulatory improvement
Strategic planning
Performance budgeting
Performance agreements
Goal Measure Target Initiative
Value/Benefit
Financial
Customer
Process
HR/Learning
LeadershipBusiness Results
Strategic Planning
Customer Focus
HR Focus
Process Management
Information and Analysis
Relationship of Baldrige and Balanced ScorecardRelationship of Baldrige and Balanced Scorecard
Malcolm Baldrige Systems Model
Malcolm Baldrige Systems Model
Balanced ScorecardBalanced Scorecard
Highly Successful Balanced Scorecard Initiatives . . .Highly Successful Balanced Scorecard Initiatives . . .
STRATEGYSTRATEGY
FormulateLeadership from the TopLeadership from the Top
Communicate
Strategy is Everyone’s JobStrategy is Everyone’s Job
Execute
Unlock Hidden Assets
Unlock Hidden Assets
Navigate
Strategy: A Continuous
Process
Strategy: A Continuous
Process
Formulate . . .Formulate . . .
1. Leadership From the TopCreate the climate for changeCreate a common focus for change activitiesRationalize and align the organization
1. Leadership From the TopCreate the climate for changeCreate a common focus for change activitiesRationalize and align the organization
STRATEGYSTRATEGY
FormulateLeadership from the TopLeadership from the Top
Communicate
Execute
Navigate
Communicate . . .Communicate . . .
2. Make Strategy Everyone’s JobComprehensive communication to create awarenessAlign goals and incentivesIntegrate budgeting with strategic planningAlign resources and initiatives
2. Make Strategy Everyone’s JobComprehensive communication to create awarenessAlign goals and incentivesIntegrate budgeting with strategic planningAlign resources and initiatives
STRATEGYSTRATEGY
Formulate
Communicate
Strategy is Everyone’s JobStrategy is Everyone’s Job
Execute
Navigate
Execute . . .Execute . . .
3. Unlock and Focus Hidden AssetsCreate the climate for changeCreate a common focus for change activitiesRationalize and align the organization
3. Unlock and Focus Hidden AssetsCreate the climate for changeCreate a common focus for change activitiesRationalize and align the organization
STRATEGYSTRATEGY
Formulate
Communicate
Execute
Unlock Hidden Assets
Unlock Hidden Assets
Navigate
Navigate . . .Navigate . . .
4. Make Strategy a Continuous ProcessStrategic feedback that encourages learningExecutive teams manage strategic themesTesting hypotheses, adapting, and learning
4. Make Strategy a Continuous ProcessStrategic feedback that encourages learningExecutive teams manage strategic themesTesting hypotheses, adapting, and learning
STRATEGYSTRATEGY
Formulate
Communicate
Execute
Navigate
Strategy: A Continuous
Process
Strategy: A Continuous
Process
Use of Performance Measures . . .Use of Performance Measures . . .
Compare
Learn
Motivate
Reward and celebrate
Promote and explain
Compare
Learn
Motivate
Reward and celebrate
Promote and explain
Chase’s Law . . .Chase’s Law . . .
Wherever the product of a public organization has not been monitored in a way that ties performance
to reward, the introduction of an effective monitoring system will yield a fifty percent
improvement in the product in the short run.
Wherever the product of a public organization has not been monitored in a way that ties performance
to reward, the introduction of an effective monitoring system will yield a fifty percent
improvement in the product in the short run.
In other words . . .In other words . . .
What gets measured gets done
or
Inspect what you expect and it will happen
What gets measured gets done
or
Inspect what you expect and it will happen
Ask Ourselves These Six Questions . . .Ask Ourselves These Six Questions . . .
1. Did you do what you planned?
2. What happened?
3. Why do you think that happened?
4. What might you do differently?
5. What do you think would happen?
6. Which is the best choice?
1. Did you do what you planned?
2. What happened?
3. Why do you think that happened?
4. What might you do differently?
5. What do you think would happen?
6. Which is the best choice?
Our Challenge . . .Our Challenge . . .
To implement our wonderful plans
To measure our plans and the ability to achieve our purpose and mission
To learn from our mistakes and successes
To make a difference in the lives of people in our state
To implement our wonderful plans
To measure our plans and the ability to achieve our purpose and mission
To learn from our mistakes and successes
To make a difference in the lives of people in our state
Thank You Thank You
