Dynamic Balance Score Card for Public Sector Managers€¦ · • Modelling performance and...
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Why a Dynamic “Balanced Scorecard”? The Dynamic Balanced Scorecard is a tool for effective strategy formulation, planning and implementation. It also supports decision makers to better communicate and achieve a common shared view of the business system, and to evaluate the quality and consistency of their own strategies over time. The term “balanced scorecard” has been coined by R. Kaplan and D. Norton. It has been successfully implemented in a significant number of public sector organizations in the world. In spite of its merits, the classic “balanced scorecard” has a number of drawbacks, which can be summarized as follows: • Feedback loops, delays and non-linearities are notmade explicit; • Dynamic relationships between strategic initiatives, “lead”, “lag” indicators and strategic objectives are not explored; • Cause-and-effect relationships between financial, customer, internal and learning & growth dimensions are not analyzed; • Strategic assets and other relevant factors impacting on “lead” and “lag” indicators are not defined. This is likely to make difficult and superficial the analysis; • Policy levers on which decision makers may act to affect strategic assets, in order to impact on business performance are not made explicit; • Simulation is not an option. Matching “balanced scorecard” with dynamic simulation models allows decision makers to overcome the above difficulties. Dynamic balanced scorecards enable decision makers to focus the relevant environment and to generate a spanning set of alternative futures, upon which strategic analysis and diagnosis will be developed. They also support to make decision makers’ mental models explicit, to assess their consistency and improve them. Through simulation, dynamic balanced scorecards are helpful to explore alternative scenarios and assess possible outcomes in the short and long run. They also support decision makers in understanding the feedback structure embodying relevant strategic assets driving business performance, and stimulate them to focus the relevant system’s boundaries. Such an approach supports different stakeholders to compare and share their new emerging view of, for example, how to prepare for major change. Attending the workshop will enable you to : • Design and implement a Dynamic Balanced Scorecard for your own organization; • Identify your organization’s strategic objectives; “lag” and “lead” (performance drivers) indicators; strategic assets; management processes and decision areas, policy levers; feedback loops, delays and non-linearities; • Analyse cause-and-effect relationships between financial, customer, internal and learning & growth dimensions; • Detect the perils associated to weak signals of change leading to limits to growth; • Overcome vicious loops implying a gradual, but progressive, “death spiral” which leads to a continuous worsening of business performance; • Develop an attitude to properly perceive management phenomena in a systems and dynamic perspective; • Learn how to set the boundaries of the ‘relevant system’; • Understand how to model different business sub-systems, e.g. Purchasing, Production/inventorying, Capacity planning and acquisition, Commercial, R&D, Finance, etc.; • Understand how to model dynamic interdependencies among those subsystems, so to manage trade-off costs and benefits; • Understand how to model dynamic interdependencies between the firm and different subsets of the relevant external environment, e.g. related to the competitive system, or the provision of financial resources, to the labour market, to various business stakeholders; • Learn how to model soft variables, e.g. related to the organization image, or delays and non-linearities, e.g. associated to key-actors’ expectations or bias; • Understand how to “put a bridge” between strategy/planning and execution, thereby fostering strategic learning. Course Outline • The Dynamic Balanced Scorecard • Modelling performance and strategic resource dynamics • Linking strategic resources to “lead” and “lag” indicators • Exploring dynamic interdependencies between Financial, Customer, Internal, Learning & Growth perspectives PIPPA International Outreach Programme pippa.usm.my PULAU PINANG 24-25 Feb 16 Dynamic Balance Score Card for Public Sector Managers Fee MYR * Fees only. 2000 *
Transcript of Dynamic Balance Score Card for Public Sector Managers€¦ · • Modelling performance and...
Why a Dynamic“Balanced Scorecard”?The Dynamic Balanced Scorecard is a tool for effective strategy formulation, planning and implementation. It also supports decision makers to better communicate and achieve a common shared view of the business system, and to evaluate the quality and consistency of their own strategies over time. The term “balanced scorecard” has been coined by R. Kaplan and D. Norton. It has been successfully implemented in a significant number of public sector organizations in the world. In spite of its merits, the classic “balanced scorecard” has a number of drawbacks, which can be summarized as follows:
• Feedback loops, delays and non-linearities are notmade explicit;
• Dynamic relationships between strategic initiatives, “lead”, “lag”
indicators and strategic objectives are not explored;
• Cause-and-effect relationships between financial, customer,
internal and learning & growth dimensions are not analyzed;
• Strategic assets and other relevant factors impacting on “lead”
and “lag” indicators are not defined. This is likely to make difficult
and superficial the analysis;
• Policy levers on which decision makers may act to affect
strategic assets, in order to impact on business performance are
not made explicit;
• Simulation is not an option.
Matching “balanced scorecard” with dynamic simulation models
allows decision makers to overcome the above difficulties. Dynamic
balanced scorecards enable decision makers to focus the relevant
environment and to generate a spanning set of alternative futures,
upon which strategic analysis and diagnosis will be developed. They
also support to make decision makers’ mental models explicit, to
assess their consistency and improve them. Through simulation,
dynamic balanced scorecards are helpful to explore alternative
scenarios and assess possible outcomes in the short and long run.
They also support decision makers in understanding the feedback
structure embodying relevant strategic assets driving business
performance, and stimulate them to focus the relevant system’s
boundaries. Such an approach supports different stakeholders to
compare and share their new emerging view of, for example, how
to prepare for major change.
Attending the workshopwill enable you to :• Design and implement a Dynamic Balanced Scorecard for your own organization;
• Identify your organization’s strategic objectives; “lag” and “lead” (performance drivers) indicators; strategic assets; management processes and decision areas, policy levers; feedback loops, delays and non-linearities;
• Analyse cause-and-effect relationships between financial, customer, internal and learning & growth dimensions;
• Detect the perils associated to weak signals of change leading to limits to growth;
• Overcome vicious loops implying a gradual, but progressive, “death spiral” which leads to a continuous worsening of business performance;
• Develop an attitude to properly perceive management phenomena in a systems and dynamic perspective;
• Learn how to set the boundaries of the ‘relevant system’;
• Understand how to model different business sub-systems, e.g. Purchasing, Production/inventorying, Capacity planning and acquisition, Commercial, R&D, Finance, etc.;
• Understand how to model dynamic interdependencies among those subsystems, so to manage trade-off costs and benefits;
• Understand how to model dynamic interdependencies between the firm and different subsets of the relevant external environment, e.g. related to the competitive system, or the provision of financial resources, to the labour market, to various business stakeholders;
• Learn how to model soft variables, e.g. related to the organization image, or delays and non-linearities, e.g. associated to key-actors’ expectations or bias;
• Understand how to “put a bridge” between strategy/planning and execution, thereby fostering strategic learning.
Course Outline• The Dynamic Balanced Scorecard• Modelling performance and strategic resource dynamics• Linking strategic resources to “lead” and “lag” indicators• Exploring dynamic interdependencies between Financial, Customer, Internal, Learning & Growth perspectives
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pippa.usm.my
PULAU PINANG24-25 Feb 16
Dynamic Balance Score Cardfor Public Sector Managers
FeeMYR
* Fees only.2000*
Dynamic Balance Score Card for Public Sector Managers
Call us now! +604.653.6058
Course LeaderCarmine Bianchi is a Senior Fellow of PIPPA, and Professor of Business & Public Management at the University of Palermo
Italy, where is the scientific coordinator of CED4 System Dynamics Group. He has a consolidated experience in running
professional workshops to support organizations’ decision makers to design and improve Performance Management
Systems. His innovative approach combines System Dynamics modelling and Balanced Scorecards into a comprehensive
Dynamic Performance Management System. He has run workshops in: Africa (Tripoli, Tunis), Australasia (Bangkok,
Brisbane, Hanoi, Jakarta, Kuala Lumpur, Singapore), Europe (London, Milan, San Gallen), Latin America (Buenos Aires –
Argentina, Brasilia, Sao Paolo – Brazil, Colima – Mexico) and the USA (Chapel Hill, North Carolina).
Centre for Innovation and Productivity in Public AdministrationSuite 244, EUREKA Complex, Universiti Sains Malaysia11800 USM, Penang, Malaysia Email : [email protected]
Phone : +604.653.6058 +604.653.6056Fax : +604.653.6060
Complete the form below.No. Name Position Mobile Phone Email
Administration Details:
ORGANISATION : APPROVAL OFFICER :
ADDRESS :
PHONE : FAX : E-MAIL :
How to register ?
Fax : +604.653.6060Email : [email protected]
• Payment can be made via Cheque I Local Order I Bank Draft under the name of USAINS HOLDING SDN. BHD. and send to: Centre for Innovation and Productivity of Public Administration, Suite 244. Eureka Complex USM, 11800 Pulau Pinang, Malaysia.
• PIPPA reserves the right to alter the programme schedule and details without prior notification. Fees quoted are subject to terms and conditions outlined in PIPPA’s Registration Policy.
• Any cancellation made after confirmation letter has been issued by PiPPA, a 100% fees will be charged to the participants or to the organisations.
• Fees for cancellations / changes are calculated based on the total value of the booking.
pippa.usm.myCENTRE FOR INNOVATION AND PRODUCTIVITY IN PUBLIC ADMINISTRATIONPUSAT INOVASI DAN PRODUKTIVITI PENTADBIRAN AWAM
U N I V E R S I T I S A I N S M A L A Y S I A
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Retain this portion and fax to the number given.
15 Feb 16Closing Date
Who Should Attend• Managers / Executives
• Project Managers
• HR Practitioners
• Supervisors
• Team Leaders
• Young Executives
Teaching StrategyThe two-days workshop has been designed to provide participants with an
empirical understanding of how to implement dynamic balanced scorecard.
The sessions will be based on team-working during which the case method will
be also applied to participants’ own problems.
