strategy execution government and nonprofit_Indonesia jan,2013

Executing Strategy in the Public and Nonprofit

Sectors with Strategy Maps and Scorecards

Professor Robert S. (Bob) Kaplan

Harvard Business School

Why do governments need a formal strategy execution

system?

Government entities should be

o Effective –achieve and deliver desired outcomes, and

o Efficient –use best practices to manage the use of personnel, financial, and

physical resources.

Robust Strategic Planning and Execution processes help governments select

and communicate the political, economic and social outcomes they strive to

deliver :

o Set stakeholders expectations through a powerful vision.

o Coordinate the different stakeholders to deliver value.

o Implementation of policies, programmes and initiatives efficiently.

o Reinforce trust in public institutions.

Our experience has shown that most governments

struggle with several Strategy Planning and Execution

barriers.

Executing Strategy Aligning Resources Decision Making

“Our Ministry operates as a

collection of silos internally,

and we struggle with cross-

ministries collaboration ?”

“Staff and departments do

not understand our key focus

areas, and how they can

help us achieve their goals”

Lack of Organization

Alignment

“Our resources are not

allocated against priorities

and our best opportunities.”

“We spend too much time

and effort creating plans

instead of delivering results

to citizens.”

“Our strategic, operational,

and financial plans are not

aligned.”

Disjointed Planning

Budgeting Processes

“We have a strategy, we just

can’t explain it that easily,

too many

interdependencies.”

“Our leadership team does

not agree on our key

priorities, and they keep

changing, and are influenced

by political agenda.”

“We are trying to do 100

things across various states

and departments, rather than

do the few critical things

well.”

Unclear Vision

and Strategy

“We have poor data about

our performance.”

“We do not know if our

strategy is working until it is

too late.”

“We don’t have the right

measures. There are too

many of them and we’re not

sure which ones to use”

Inability to Test and

Adapt Performance

“How can we integrate our

various initiatives to achieve

greater impact?”

“We can not consistently

monitor, evaluate and report

on our performance.”

“We increasingly need to

justify to our stakeholders -

our existence and how our

spending delivers results.”

“We need to become

transparent and drive

accountability from the top to

every level”

The Balanced Scorecard: The Central Component in a

Strategy Execution Management System

Private Sector Organizations

"If we succeed, how will

we look to our

shareholders?”

"To achieve our vision,

how must we look to

our customers?”

"To satisfy our customers

and shareholders, at which

processes must we excel?”

“How do we align our

intangible assets to

improve critical

processes?”

“How do we have a social

impact with our

citizens/constituents?”

Mission (Customer) Perspective

“To have a social impact and to

attract resources and support, at

which processes must we excel?”

“How do we align our

intangible assets to improve

critical processes?”

“How should we manage and

allocate our resources for

maximum social impact?”

Financial Perspective

Customer Perspective

Process Perspective

Learning & Growth

Process

Learning & Growth

Financial

“How do we attract resources

and authorization for our

mission?”

Support Perspective

Non Profit and Public Sector Organizations

Palladium Balanced Scorecard Hall of Fame for Executing Strategy® By Industry 2000 - 2012

7

Indonesian Companies Implementing the Balanced

Scorecard Strategy Execution System

http://ruzh.blogspot.com/

Countries that excel in Strategy Planning and

Execution deliver more value to their citizens

*The Global Competitiveness Report 2011-2012 © 2011 World Economic Forum (WEF)

•Human Development Index 2011-2012 @ United Nation Development Programme

•World Bank Database

•Transparency International : Corruption perception index

•Economist Intelligence Unit (EIU)

•The Research Division of the Federal Reserve Bank of St. Louis

•* OECD: http://www.oecd.org/governance/budgetingandpublicexpenditures/1902913.pdf

Countries referenced below have achieved growth on all aspects of development; Economic, Social and Political/Governance.

Second most competitive country in the world

with a continuous improvements in economic,

human development and governance

indicators

Malaysia climbed five places on the global

competitiveness index in 2011 to become the

21st in the global rankings

Botswana

Malaysia Singapore

“A critical determinant of successful government is the ability to make good decisions, and

manage their implementation. Modern government is complex. It requires thousands of decisions to be taken

and acted upon each day.”*

With high levels of economic and structural

complexities the Philippines moved ten

positions on the global competitiveness index

from 85 to 75

Philippines

Recognised as the “one of the best

managed governments in Africa” and in the

world. Achieved the highest per capita

income growth in the world in the last 35

years

Cities and provinces that excel in Strategy Planning and

Execution deliver more value to their citizens

City of Brisbane

Reported an accumulated surplus of

A$68 million with 88% of Brisbane's

citizens happy with their city's overall

performance

Barcelona City

Appointed as the Euro-Mediterranean

Capital, it is ranked as the Best

European City for Quality of Life

City of Charlotte

Charlotte has become the second

largest banking center in the US, after

New York. It has also become known as

“The New Energy Capital” more than

240 companies directly tied to energy

sector. Tax values increased by 16%.

Rio Grande do Sul

Became the fourth highest Human

Development Index (HDI) in the country,

and the third and last in the Brazilian

South Region, with by far the highest

standard of living

*Brisbane City Council. City of Iloilo city hall

Human Development Index 2011-2012 @ United Nation Development Programme (UNDP)

Cities referenced below have achieved growth on all aspects of development; Economic, Social and Political/Governance.

What have these countries and cities done in common?

They have managed to fulfill 5 fundamental pillars of success:

Set ambitious goals along with a change agenda to achieve them

Translate their strategy and vision into a clear roadmap

Link and align organizational units and employees around the

strategy

Link resource allocation and budgets to the strategy

Make strategy a continual process

1

2

3

4

5

Leadership: Three Fundamental Processes

1. Establish Direction

Develop a vision of the future along with strategies for producing the

changes needed to achieve that vision.

2. Align People

Communicate the direction to all employees, create coalitions that

understand the vision and are committed to achieving it.

3. Motivate and Inspire

Encourage people to move in the right direction by appealing to basic

human needs, values and emotions.

David Sampson, Head of Economic Development

Administration, US Department of Commerce

•“The Balanced Scorecard really keeps us

focused on our strategic initiatives. In

Washington (DC), it’s easy to get side-tracked

on what’s urgent, and what’s urgent can change

every day.

•The BSC enables us to communicate to the

entire organization what is important and what

we want to focus on. Leadership is the key.

You must make it a priority and show that

you are personally invested in it.”

Why do leaders use strategy maps and scorecards?

STRATEGY

MAP

EXECUTIVE

CONSENSUS AND

ACCOUNTABILITY

Building the strategy map

eliminates ambiguity and

clarifies responsibility.

CREATE

ALIGNMENT

Each part of the

organization and each

individual link their

objectives to the

strategy map.

EDUCATE AND

COMMUNICATE

Communicate and

educate the workforce

about the strategy.

FEEDBACK AND

LEARNING

Monitor and guide the

strategy

ACCOUNT-

ABILITY

Feedback and

monitoring by

external

constituencies

The Kaplan-Norton six-stage closed loop management

system for Strategy Execution

Process

Initiative

EXECUTION

1

3

4 5

6

• Mission, Values,

Vision

• Strategy Formulation

DEVELOP THE

STRATEGY

• Strategy Map/Themes

• Measures / Targets

• Initiative Portfolios

• Funding / Stratex

TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning

• Resource capacity plan

• Budgeting

• Profitability Analysis

• Strategy

Correlations

• Emerging Strategies

TEST & ADAPT

• Strategy Reviews

• Operating Reviews

MONITOR & LEARN

2

Stage 1 of the Management System: Develop the

Strategy

Process

Initiative

EXECUTION

1

3

4 5

6

• Mission, Values, Vision

• Strategic Analysis


DEVELOP THE STRATEGY

• Strategy Map / Themes




TRANSLATE THE STRATEGY

ALIGN THE ORGANIZATION

• Business Units

• Support Units

• Employees

• Board of Directors

PLAN OPERATIONS

• Key process improvement

• Sales planning


• Budgeting


• Strategy Correlations


TEST & ADAPT



MONITOR & LEARN

2

US Economic Development Administration: To help our partners across the nation create wealth and minimize poverty

by promoting a favorable business environment to attract private capital

investment and jobs.

Canadian Blood Services: operate Canada's blood supply in a manner that gains the trust,

commitment and confidence of all Canadians by providing a safe, secure,

cost-effective, affordable and accessible supply of quality blood, blood

products and their alternatives.

University of Leeds: We are a research-intensive University, which strives to create, advance

and disseminate knowledge; and develop outstanding graduates and

scholars to make a major impact upon global society.

Royal Canadian Mounted Police Safe homes, safe communities.

Before embarking on a new strategy, leaders must re-affirm the

organization’s mission, values and vision.

The mission describes the fundamental purpose of the entity.

The vision should be a concise statement that defines

an ambitious 5 to 10 year goal for the organization.

US Economic Development Administration

“Become the premier standard bearer for domestic economic

development.”

University of Leeds:

“By 2015, our distinctive ability to integrate world class research,

scholarship, and education will have secured us a place among the top

50 universities in the world.”

US Space program (1962: John F. Kennedy):

“Land a man on the moon and return him safely to earth before the end

of the decade.”

After the 9/11 terrorist attacks, FBI Senior Leadership

defined a Strategic Agenda to make the case for change.

Threat-Driven Case-Driven

Highly efficient and effective HR

processes Inefficient and Ineffective HR processes

Qualitative Evaluation (Threat-based)

Quantitative Evaluation (Case-based)

Strategic Tactical

“Share; and restrict what you must” “Restrict; and share what you must”

Full Partner Contributor

Team of Professionals Agents / Support

Mission-enhancing integrated IT

systems; productivity tools Antiquated and disparate IT systems

Developing and applying optimal S&T Applying developed S&T

“One FBI” – integrated team approach Organization “Many FBIs” –silos

Effective, relevant and timely

communications Ineffective communications

Integrated team approach Operational silos

Past Future

Strategy drives Budget Budget drives Strategy

National Security and Law Enforcement Law Enforcement

Focus

Human Capital

Measurement of Success

Senior Management

Information Sharing

Intelligence Community

Culture

Information Technology

Science & Technology

Internal Communications

Resource Management

Roles

Scope Domestic Global

FOUO/UNCLASSIFIED

19

Stage 2 of the Management System: Plan the

Strategy




Process

Initiative

EXECUTION

1

3

4 5

6






PLAN THE STRATEGY


• Business Units

• Support Units

• Employees


PLAN OPERATIONS


• Sales planning


• Budgeting




TEST & ADAPT



MONITOR & LEARN

2

20

Have you ever needed a map?

21

Financial

Stakeholder: Become an effective, efficient, results-

oriented agency Taxpayers

White House/OMB

Congress

Dept of Commerce

Customer

Process

Learning & Growth

Be Knowledgeable & Prompt Economic

Development Advisors

Advance Administration ’ s

Domestic Agenda

Show Visible Results

Maximize EDA Impact on Distressed

Communities

Maximize Administrative

Efficiency & Effectiveness

Maximize Private Sector

Leverage

Maximize Higher Skill / Higher Wage Jobs

Provide a Transparent &

Responsive Process

Provide Information &

Technical Assistance

Policy Leadership High Impact Investment Organizational Excellence Update & Expand

Investment Policy Provide

Policy Options

Enhance Research Capability

Enhance Due Diligence

Expand Deal Flow (Invest with New

Partners)

Emphasize Funding Priorities

Improve Communication

Strategy

Standardize Processes

Align Resources with Strategic

Priorities

Technology Enable Key Business

Processes

Improve Analytical

Skills

Attract Top Talent

Develop Technology Proficiency

Establish Enterprise

Information System

Establish Performance

Culture

Make Investments that are Engines of

Growth

Distressed Communities

Investment Partners

Private Sector

Enhance Post Approval

Monitoring

Vision: Become the Premier Standard

Bearer for Domestic Economic Development

Mission: To help our partners across the nation create

wealth and minimize poverty by promoting a favorable business

environment to attract private capital investment and jobs

Strategy Map for the US Economic Development Administration

US Economic Development Administration Balanced Scorecard

Objective Measure

Stakeholder

Maximize EDA Impact on Distressed Communities

Number of Higher Skill, Higher Wage Jobs Created

During the Last Six Years

Increase In Payroll Directly Related to EDA Investments

Increase in Ad Valorum Property Tax Related to EDA

Investment

Advance Administration’s Domestic Agenda

Percent of Dollars Invested that Support EDA Investment

Priorities

Be Knowledgeable & Prompt Economic Development

Advisors Number of Stakeholder Inquiries

Show Visible Results Number of Positive Media Mentions About Investments

Make Investments that are Engines of Growth Percent of Investments that Support Cluster Priorities

Financial

Maximize Administrative Efficiency & Effectiveness Percent of Reports Filed on Time

Percent of Funds Obligated

Maximize Private Sector Leverage Private Sector Dollars Invested per EDA Dollar

Total Dollars of Private Sector investment

Customer

Maximize Higher Skill / Higher Wage Jobs

Percent of Jobs Created that Meet EDA's Standard as

Higher Skill / Higher Wage

Provide Information & Technical Assistance

Percent of Applicants Surveyed that Believe EDA Provides

Useful Information and Technical Advice

Provide a Transparent & Responsive Process

Percent of Applicants Surveyed that Consider EDA's

Process Transparent and Responsive

R E

S U

L T

S

Customer

Value

Proposition

Dir

ect

Cu

sto

mers

Enhance

Communication

and Dialogue

with Customers

and Stakeholders Initiate &

Promote R&D,

increasing the

effectiveness of

HRDF programs

Improve

Budgeting and Risk

management process

Ensure financial

Adequacy & Solvency

A C

T I

O N

S

Saudi Arabia Government & Society

Promote

Sustainable

Employment

Fin

al

Sta

keh

old

ers

L

earn

ing

& G

row

th

Inte

rnal

Pro

cesses

Contribute to KSA Economic

Growth & Social Development

Optimize total

lifecycle time and

costs for placements

Optimize HRDF

spending,

achieving highest ROI

on HRDF initiatives

Ensure the correct

usage of HRDF

programs

Maximize

the effectiveness of

Hafiz support by

aligning with other

national stakeholders

Manage Hafiz in

compliance with

international

social safety nets

standards

Identify and channel

matching candidates

for each jobs

Saudi Job

Seeker Private

Firm

KSA Human Resources Development Fund Vision: “Have a Productive and Sustainable Saudi National Workforce”

Partner with

the private sector

to target attractive

jobs for Saudis

“Provide me access

to fair and equitable

unemployment

assistance”

“Become our Source /

Gateway to Productive

and Sustainable

Employment”

“Become the regional

thought leader/

think tank in

HR Development”

Human, Information and Organization Capital

Recruit,

Develop and Retain

HRDF

Human Capital

Automate all HRDF

operations, delivering

e-services via

multiple channels

Ensure an effective

and healthy

working environment

Grow HRDF as a

Learning Organization

based on accurate

labor market data

Establish a culture

of performance

excellence

“Provide me access to

high quality training to

enhance my

employability

& productivity”

Design

Market-Focused

programs and

services

Optimize the quality

and outcomes of

training programs

HRDF CORE VALUES: Customer Focus / Excellence / Fairness / Learning / Team Spirit / Loyalty / Inspiration

Develop a Highly Demanded

National Workforce

Operational Excellence Support & Enable Employ & Enhance

24

Citiz

en

Expecta

tions

Pro

cess

Deter, Detect and Disrupt National

Security Threats and Criminal Activity

Maximize Partnerships Management Excellence

Leverage Technology and Science

Maximize Workforce Success

Resourc

e

Optimize Resources

Tale

nt and

Technolo

gy

A1 - “Protect US from

terrorist and foreign

intelligence activity”

A2 - “Combat criminal

activity that threatens the

safety and security of society”

A3 - “Preserve civil

liberties”

A4 - “Provide leadership,

intelligence, and law enforcement

assistance to our partners”

R1 - Utilize and align existing resources

and assets in an efficient manner

R2 - Secure and align appropriate

resources

T6 – Align technology and science to our

strategic objectives

T7 - Deploy technology and science to

make our workforce more effective and efficient

T1 - Improve recruiting,

selection, hiring and

retention

T2 – Train and develop

skills and abilities of our

workforce T3 – Link skills and

competencies to needs

T4 – Identify, develop and

retain leaders throughout

our organization

T5 - Enhance work

environment to

facilitate mission

P3 – Maximize

organizational

collaboration

P2 – Assign

responsibility and own

accountability

P1 – Streamline

administrative and

operational processes

P10 – Enhance trust and

confidence in the FBI

P9 - Enhance

international operations

P8 – Expand partner

relationships

P6 - Analysis

P7 - Action

and/or

Requirements

P5 - Information

Dissemination and

Integration

P12 – Improve internal communications

P11 – Incorporate forecasting and planning into FBI processes

P4 - Collection

Another Strategy Map for the Public Sector: The US FBI

25

Det

er, D

etec

t, D

isru

pt N

atio

nal S

ecur

ity

Thr

eats

and

Crim

inal

Act

ivity

M

axim

ize

Wo

rkfo

rce

Su

cces

s

Lev

erag

e

Sci

ence

&

Tech

no

log

y

Det

er,

Det

ect,

Dis

rup

t

Nat

ion

al S

ecu

rity

Th

reat

s

and

Cri

min

al A

ctiv

ity

Optimize

Resources

UNet – FBI Unclassified Network

Delta – Human Source Management System

Regional Intel Restructuring

Surveillance Capabilities

CORE – Collections & Requirements Management System

Leadership Development

Risk-Based Management

Strategic Placement of FBI Facilities

Field Intelligence Group (FIG) Restructuring

Intelligence Analyst Career Path

Intelligence Analyst University Recruiting

Special Agent Career Path

Sentinel – Case Management System

Going Dark

Funding the Strategy: FBI Director’s Priority Initiatives

26

Nonprofits (NGOs) often stress input and activity

measures rather than Outcomes and Impact

Inputs/

Resources Activities Outputs

Outcomes

Short and

Long-Term

Impacts

• Personnel

• Funds

• Knowledge and

expertise

• Facilities

• Equipment

• Board members

• Deliver services

o # of training sessions or

classes

o # of visits

o # of meals served

• Recruit volunteers and

board members

o # of calls

o # of visits

• Build facilities and

infra-structure

• Build capacity

The products or services

produced and delivered

• Quantity of activities

delivered (internal)

o Number of staff trained

o Number of papers written

• Number of constituents

affected (external)

o Number of lives touched

o Number of people fed

o Number of students

completing program

Consequences

from the outputs

• Improvement in

reading scores

• Lower school

dropout rates

• # of job

placements

• Lower recidivism

• Increase in college

admissions

Substantive social

changes and

benefits

• Increased health

• Increased

employment

• Increased income

• Reduced poverty

• Improvement in

family stability

• Lower crime rates

• Improved housing

What goes in What you do What are the short-

term results? What are the medium and

long-term results?

What sustainable changes

have occurred?

For the Public Sector and Nonprofits, achieving the mission with targeted constituents is placed at the pinnacle of the Strategy Map

Mission What social impact are we achieving for our primary constituent?

Resource Perspective “How do we continue to attract resources from our donors or

taxpayers?”

Constituent Perspective "To achieve the social impact in our mission, how must we work with our

multiple stakeholders?”

Process Perspective "To meet the expectations of our constituents and resource providers, at which

processes must we excel?”

Learning and Growth Perspective "To improve our critical processes, what skills, capabilities, information and culture

must we supply our employees?”

Catholic Charities Strategy Map

29

Stage 3 of the Management System: Align Employees

and Organizational Units

Process

Initiative

EXECUTION

3

4

5

6


• Stretch Targets






• Initiatives


TRANSLATE THE STRATEGY


• Business Units

• Support Units

• Employees


PLAN OPERATIONS


• Sales planning


• Budgeting




TEST & ADAPT



MONITOR & LEARN

2 1

30

Top-down

articulation

A Cascading Approach Aligns Organizational Units

and Individuals to the Balanced Scorecard

Vision / Mission

Business Unit Scorecards

Support Unit Scorecards

Division, Team

and Personal

Scorecards

Corporate Scorecard

Bottom-up

execution

The “what” (strategic priorities) gets cascaded down through the organization; the “how”

(strategic results) gets rolled back up.

31

© 2006 Palladium Group, Inc. - Confidential

To align division areas with the overall FBI strategy, the FBI HQ map

and scorecard was cascaded down into the operational divisions

and branches FBI Headquarters

NSB Criminal

S&T IT HR

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32

City of Barcelona

In the 2008 annual European Cities Monitor Report, Barcelona was named the Best

European City in Quality of Life and ranked within the top 10 for establishing a

business

City Hall’s total public debt decreased 20%.

The number of new businesses registered increased by 55%.

Revenues rose 21%.

Traffic accidents decreased 10%.

The number of municipal job opportunities covered internally increased 150%.

More than 700 municipal employees have been trained in strategy management.

Implementation of a robust, comprehensive Strategy Management System to

support their new management framework sharpened their strategic focus.

They are the pioneers of strategic management of government in Spain,

starting with “making Barcelona a better city.”

RESULTS:

33

Va

lor

Ciu

tad

àS

erv

eis

Infr

ae

str

uc

ture

sR

ec

urs

os

Organització i Persones

• Atraure i retenir el talent.

• Impulsar l'excel·lència en la gestió.

• Formalitzar, coordinar i fer el seguiment de les

relacions amb els operadors.

Aliances

• Impulsar les relacions i les aliances amb els organismes del transport i mobilitat a nivell municipal i metropolità.

• Cooperació amb altres institucions de mobilitat de l’Estat.

• Impulsar relacions internacionals per al intercanvi d’experiències.

Sistemes d’Informació

• Millorar l’explotació dels Sistemes d’Informació

existents.

• Fomentar les noves tecnologies per a la gestió

de serveis.

Una mobilitat globalment sostenible

Infraestructures de Transport Instal·lacions Espais Públics

Prioritzar els vianants tot i potenciant els

desplaçaments a peu.

Impulsar l'ús eficient i racional del vehicle

privat.

Garantir la qualitat i la cobertura del transport públic, especialment en

desplaçaments de connexió.

Consolidar la bicicleta com a mode de

transport.

Millorar les operacions de càrrega i

descàrrega de mercaderies.

Sostenibilitat VitalMillorar la seguretat viària i reduir

els efectes del transport en la salut

Sostenibilitat AmbientalReduir les conseqüències ambientals de la mobilitat.

Sostenibilitat SocialGarantir la universalitat dels

serveis.

Sostenibilitat EconòmicaOptimar els recursos i reduir la

necessitat de mobilitat.

Gestió d’Operacions Comunicació i ParticipacióPlanificació

Millorar la capacitat d’anàlisi i

detecció de nous fenòmens

urbans.

Definir les infraestructures i els

serveis necessaris per impulsar

una mobilitat sostenible a la

ciutat de Barcelona.

Disposar de criteris

per a una millor

senyalització.

Assegurar la informació i la

formació de la ciutadania.

Impulsar les comissions

cíviques relacionades amb la

mobilitat.

Millorar la gestió del

sistema Bicing.

Optimitzar els usos de

la via pública.

Millorar la gestió i

regulació del transit.

Millorar l’accessibilitat

del espai i dels

edificis públics

Assolir la utilització de

les vies en base a la

seva jerarquització ja

definida.

Impulsar la millora de

la xarxa ferroviària i

els aparcaments

d’intercanvi.

Millorar carrils i

parades de transport

públic i col·lectiu

Millorar carrils i

estacionaments

bicicletes.

Millorar les

infraestructures del

Bicing. Millorar la oferta

d’aparcaments per

residents.

Millorar les

instal·lacions

semafòriques.

Millorar la

senyalització de la via

pública.

Millorar els sistemes

de seguretat als

túnels.

Optimitzar

l’aprofitament de la

xarxa de fibra òptica.

V1 V2 V3 V4

C1 C2 C3 C4 C5

S1

S2

S3

S4

S5

S6

S7

S8

I1

I2

I3

I4

I5

I6

I7

I8

I9

I10

I11

R1R2

R3

R4

R5

R6

R7

R8

Ajuntament Persones

Formació i desenvolupament

SeleccióGestió de RH Atenció i comunicacióPlanificació de necessitats de RH

Disseny de l’estructura organitzativa

Processos i sistemes de RH

Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os

Estructura organitzativa de GRHO

Contribuir a la millora de la qualitat en la prestació dels serveis als ciutadans

Equip de GRHO

Disposar d'equips de persones amb

competències adequades, polivalents i flexibles C2

Garantir una organització i un dimensionament

que donin resposta a les necessitats

de servei

Oferir a les persones un projecte de

desenvolupament professional

Millorar la productivitat de l’equip de l’Ajuntament

Oferir un bon lloc per treballar

Promoure un bon ambient de treball que impliqui i motivi a les persones

Esdevenir el soci estratègic als àmbits de

RH i organització

Planificar els recursos en base a

les prioritats de l'organització

Enfortir la funciódirectiva i el rol de

comandament

Desenvolupar les competències

d’acord amb les funcions dels llocs

de treball

Donar suport a les persones en el

procés de transformació de

l’organització

S10

S11

S1

Cohesionar la xarxa de gestors

de RH R1

V1

V2

Impulsar els plans de carrera vertical i

horitzontal

Oferir una atenciópropera i de qualitat a les persones de l’Ajuntament

Renovar i tecnificar la plantilla

Garantir un sistema

d’ordenació dels llocs de treball adequat que

incorpori criteris objectius i

transparents d’accés, promoció i

retribució

Desenvolupar mecanismes per atraure el talent

Adaptar l'estructura i el dimensionament de la

GRHO a les necessitats de l'organització

S3

Retenir el talent i reduir la

temporalitat de la plantilla de

l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5

Procurar l'adequació de la persona al lloc de

treballS6

Incorporar la dimensió humana

en la gestió de persones S7

S4

Responsabilitat Social Corporativa

Implicar als agents socials en els processos de canvi de l’Ajuntament

Integrar la prevenció de riscos laborals en totes

les actuacions de l'Ajuntament

Impulsar pràctiques que contribueixin a l’equilibri

entre dimensióeconòmica i social.S14 S15 S16

Disposar d’un equip motivat,

capacitat i orientat al client

Agilitzar els processos i garantir l'acompliment

dels nivells de servei de la GRHO

R3

Unificar els sistemes

d’informació de RHR5R4

Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Ajuntament Persones





Va

lor

Cli

en

tsS

erv

eis

Rec

urs

os



Equip de GRHO





de servei







RH i organització




comandament



de treball



l’organització

S10

S11

S1


de RH R1

V1

V2


horitzontal



Garantir un sistema




retribució




S3



l’Ajuntament

C1

V3

C4

R2

C3

S2

S12

S13

S8

S9

S5


treballS6



S4











R3



Barcelona City - Aligning Sectors and Districts

Global Map for the City Hall

Drill-down into 20 Maps:

• One for each Sector

• One for each District

34

City Manager

Sectors & Districts Managers

Are we

executing

our

strategy?

Global view of each District and Sector:

– 80+ KPIs by Sector and District

– Consolidated information

What KPIs and

action plans

will achieve

our targets?

URBANISME

FGBDFHDFV

BVBXG

HGHXGBNVNV

Improve conditions

of urban buildings

# of buildings restored Objectives details Strategy Map

KPI performance against target

Budget assigned to a

given Objective

Management

Report

Are we allocating

resources to the

correct actions and

initiatives? Are they

bringing the expected

results?

Finance Department

Budgetary Programs

Where should we

allocate our

budget in order

to reach the

targets

stablished at our

plan?

CONSTRUCCIÓ

MANTENIMENT

URBANITZACIÓ

FGBDFHDFV

BVBXG

HGHXGBNVNV FGBDFHDFV

BVBXG

HGHXGBNVNV

FGBDFHDFV

BVBXG

HGHXGBNVNV

FGBDFHDFV

BVBXG

HGHXGBNVNV

FGBDFHDFV

BVBXG

HGHXGBNVNV

FGBDFHDFV

BVBXG

HGHXGBNVNV

FGBDFHDFV

BVBXG

HGHXGBNVNV

Status of objectives linked to a

given budgetary program

A new way of managing Barcelona City

35 35

Safe homes, safe communities

OPERATIONS BRIDGE-BUILDING

Contribute valued

public policy advice

Be

communit

y leaders

Communicate

our vision

I.5

I.4

I.2

Build

strategi

c

alliance

s I.3

Ensure

leadership

for the future

Pride &

commitmen

t to service

HR policies &

practices to

support

strategy

Positive &

healthy work

environment L.2 L.3 L.4

Provide

enabling

equipment &

technology L.1 L.5

Be the best

managed

organization in

government

Live core values that

make us a trusted

partner

Excel at leading-

edge policing

WORLD-CLASS POLICE SERVICE (CLIENTS, PARTNERS AND STAKEHOLDERS)

C.3

Assure

accountability at

all levels

Exemplify

modern

management

principles &

practices

MANAGEMENT EXCELLENCE

Excel at resource

management

EXCELLENCE IN INTEGRATED POLICING

Reduce

the threat

& impact

of

Organized

Crime

Prevent &

reduce

youth

involvement

in crime as

victims and

offenders

Reduce the

threat of

terrorist

activity in

Canada and

abroad

Effective Support of

International

Operations/Initiatives

Safer and

healthier

Aboriginal

communities

I.6

I.8

I.7

C.2 C.1

PEOPLE, LEARNING & INNOVATION

Maximize

Use of the

Operations

Model I.1

Royal Canadian Mounted Police

//10.1.1.13/webfolder/internal/Events_Marketing_Decks/2004_Conferences/040922-24_GovernmentSummit-WashingtonDC/Files-for-CD/kclark/Local Settings/03-09-23-25/English/DCO to SEC final handout Sept 22.ppt

36

RCMP: Strategy Maps for Five Strategic Priorities

37

Business & Service Lines

Divisions

38

Communicate Strategy Maps to Create Awareness

Royal Canadian Mounted Police V Division – Iqaluit (Baffin Island)

• Endangered Species Listing of 18 Species

• Either Federal Government Approves Recovery Plans

or

• no government or private entity make “take” any salmon - - thus

• forestry, agriculture, hydro power production, transportation improvements and land use changes stopped or curtailed

• i.e., a train wreck

Integrating Across Organizational Boundaries

Washington State: The Salmon Recovery Problem

40

Multiple Governments Involved

Alaska

Montana

Canada

Idaho Oregon CA

27 Tribes

41

Federal Agencies Involved

Department of Agriculture

• Natural Resource Conservation Service

• Forest Service

Department of Commerce

• National Marine Fisheries Service

Department of Interior

• Fish & Wildlife Service

• Bureau of Reclamation

Environmental Protection Agency

State Department

Council on Environmental Quality

42

State Agencies Involved

Indirect reporting Direct reporting

Natural Resources Health

Transportation Ecology

Fish & Wildlife Agriculture

State Parks Community, Trade and ED

NW Power Planning Salmon Recovery Team

Council Puget Sound Water Quality

Salmon Recovery Conservation Commission

Funding Board Interagency Comm for

Outdoor Recreation

43

Local Governments Involved

o 39 Counties

o 277 Cities

o 44 Sewer Districts

o 125 Water Districts

o 36 Irrigation Districts

o 32 Public Utility Districts

o 14 Port Districts

o 48 Conservation Districts

o 170 Municipal Water Suppliers

State & State

Agencies

FWS Bull Trout

“Definable Population

Segments”

NMFS Salmon

“Evolutionarily Significant

Units”

NGO’s and Enhancement

Groups

Salmon, Bull Trout,

Environmental Quality, and

Hydropower Development Watershed

Councils

Tribes

Tri-Co

HB2496

Restoration

Projects

US/Canada

Treaty Bull Trout Sec

7 Consultation

Bull Trout

Sec 4(d)

Rules

Early

Action

Package

Salmon

Sec 4(d)

Rules

Salmon Sec

7

Consultation

SRF

Board

NMFS

Recovery

Team

Independent

Science

Panel

HB2514

WRIA

Planning

SSHIAP

Water

Legislation

The Regulatory Picture (Simplified)

The Solution:

A Co-Created Salmon Recovery Scorecard

Goal: Restore salmon, steelhead, and trout populations to healthy and harvestable levels and improve habitats on which fish rely.

Customer: To protect an important element of Washington’s quality of life

• We will have productive and diverse wild salmon populations.

• We will meet the requirements of the Endangered Species Act/Clean Water Act.

Processes: Our habitat, harvest, hatchery, and hydropower activities will benefit wild salmon.

• Freshwater and estuarine habitats are healthy and accessible

• Rivers and streams have flows to support salmon.

• Water is clean and cool enough for salmon

• Harvest management actions protect wild salmon.

• Enhance compliance with resource protection laws.

Collaboration: We are engaged with citizens and our salmon recovery partners. • We will reach out to citizens

• Salmon recovery roles are defined and partnerships strengthened.

Financial and Infrastructure: Our building blocks for success include • Achieve cost-effective recovery and efficient use of government resources

• Use best available science and integrate monitoring and research with planning and implementation

• Citizens, salmon recovery partners and state employees have timely access to the information, technical assistance, and funding they need to be successful.

Critical

situation

Bankruptcy of the

Government

Worst economical

performance in the

state’s history

Impact on social

development

Natural disasters

Strengthening of

national currency

Citizens and institutions decide to

reverse their traditionally passive

role in public policy. They would

take a central role in a

constructive process for social

and economic development

Participants:

• Community Representatives

• Unions

• Associations

• Corporate Leadership

• Universities

• NGOs

• Government

• Public Institutions

• Others

Rio Grande do Sul Province, Brazil – Citizens and

Institutions takes the lead.

“Measures, Targets, Projects”

July 11th Workshop

Future Vision

Meeting “O Rio Grande que Queremos”

(March 8th and 9th)

The Strategy

“Strategy Map of RS”

April 26th Workshop

11 Thematic Forums (examples)

“Governance Model – Strategic Agenda”

August 9th Workshop

Alignment of societal interests

for a common vision

Translate the future vision into

strategic objectives

Creation of a results monitoring

system and definition of proposals

to reach the objectives

Proposal validation by the thematic

forums

Guarantee the continuity of the

Strategic Agenda until 2020 (from

project to process)

Infra-

structure Education

Market

Development Environment

Project Overview: Developing a Strategy for Rio

Grande do Sul Province, Brazil.

Activities done

o State diagnosis;

o Shared future vision;

o Main challenges to overcome

Participants

o More than 850 people

representing major stakeholders

The Future Vision

“O Rio Grande que Queremos” Meeting

(March 8th and 9th)

Future Vision Search – March 8th and 9th

Future Vision Search – Pictures

Survey – Pictures

The best state to live and work.

Health Education

Co

mp

eti

tive

Dif

fere

nti

als

G

row

th A

xis

S

ocie

ty

Develo

pm

en

t

Fo

un

dati

on

s

Public

adminis-

tration

Market

development

Innovation

and

technology

Regional

development

Infrastructure

Institutional and

regulatory

environment

Environment

Citizenship and

social

responsibility

Financial

resources

availability

Economic

Growth Quality of Life

Social and

Regional

Equality

Benchmark in

innovation and

technology

Benchmark in

human capital

The best state to

do business

Socie

ty

Benchmark in innovation and

technology Benchmark in human

capital

Economic Growth Quality of Life Social and Regional Equality

The best state to do

business

Com

petitive

Diffe

rentials

G

row

th A

xis

Develo

pm

ent

Foundatio

ns

Public Administration

Environment

Market

Development

Innovation and Technology Regional

Development

Health

Infrastructure

Institutional and Regulatory

Environment

Education

Financial Resources

Availability

Balance environmental

preservation with development,

through clear and stable rules

and greater efficiency of

regulating bodies

Promote society's

environmental

commitment

through

environmental

education

Incent and guarantee means

of societal participation in

public administration

Promote family planning

and infant mortality

reduction initiatives

Promote health

through

preventive

actions

Amplify the effectiveness

of the health network with

service quality

improvement

Expand the network of full-day

schools Define and implement an

educational model focused

on quality

Invest in teacher qualification

Prepare for the market and

citizenship, with the help of

universities and colleges, schools,

NGOs, and government and

amplifying professional teaching

Guarantee

public safety

and trust in

institutions Guarantee the stability and

execution of rules

Facilitate

credit access

with better

orientation

Incent the

formation of

public and

private savings

Combat informality, piracy

and tax evasion

Promote social responsibility

Integrate companies, research institutes,

universities and the Government in

leading edge technology efforts

Promote technology centers that are

aligned with a state plan

Establish and execute investment policies

and stimulus for innovation and

technology

Modernize and enhance the efficiency of the

public administration, including a size

adjustment

Augment the State’s investment capacity

through fiscal equilibrium

Guarantee transparency in public administration

via a societal monitoring system

Attract and strengthen companies in strategic

sectors, diversifying the regions´ production

matrix

Capacitate for entrepreneurship,

management and quality, and innovation and

technology

Stimulate exports with a focus on value

added activities

Guarantee a regional

and integrated

strategic plan with

social participation,

assuring the continuity

of public policies

Implement an integrated transportation logistics

network with a focus on greater efficiency

Establish public-private partnerships and

concessions with guaranteed

contractual assurances

Reduce the State’s tax burden

Guarantee the efficient use and

availability of energy at

competitive prices

Citizenship and Social

Responsibility

The best state to live and work.

Socie

ty

Benchmark in innovation and

technology Benchmark in human

capital

Economic Growth Quality of Life Social and Regional

Equality

The best state to do

business

Com

pe

titive

Diffe

ren

tia

ls

Gro

wth

Axis

D

eve

lop

me

nt F

ou

nd

atio

ns


Environment

Market

Development

Innovation and Technology Regional

Development

Health

Infrastructure

Integrate companies, research institutes,

universities and the Government in

leading edge technology efforts

Promote technology centers that are

aligned with a state plan

Establish and execute investment policies

and stimulus for innovation and

technology

Modernize and enhance the efficiency of the

public administration, including a size

adjustment

Augment the State’s investment capacity

through fiscal equilibrium

Guarantee transparency in public administration

via a societal monitoring system

Balance environmental

preservation with development,

through clear and stable rules

and greater efficiency of

regulating bodies

Promote society's

environmental

commitment

through

environmental

education

Attract and strengthen companies in strategic

sectors, diversifying the regions´ production

matrix

Capacitate for entrepreneurship,

management and quality, and innovation and

technology

Stimulate exports with a focus on value

added activities

Incent and guarantee means

of societal participation in


Guarantee a regional

and integrated

strategic plan with

social participation,

assuring the continuity

of public policies

Promote family planning

and infant mortality

reduction initiatives

Promote health

through

preventive

actions

Amplify the effectiveness

of the health network with

service quality

improvement

Implement an integrated transportation logistics

network with a focus on greater efficiency

Establish public-private partnerships and

concessions with guaranteed

contractual assurances

Institutional and Regulatory

Environment

Education

Financial Resources

Availability

Expand the network of full-day

schools Define and implement an

educational model focused

on quality

Invest in teacher qualification

Capacitate for the market and

citizenship, with the help of

universities and colleges, schools,

NGOs, and government and

amplifying professional teaching

Guarantee

public safety

and trust in

institutions Guarantee the stability and

execution of rules

Facilitate

credit access

with better

orientation

Incent the

formation of

public and

private savings

Combat informality, piracy

and tax evasion


Promote social responsibility

Guarantee the efficient use and

availability of energy at

competitive prices

Citizenship and Social

Responsibility

Organizing by Strategic Theme

Modernize and enhance the efficiency of the public

administration, including a size adjustment

Guarantee transparency in public administration via a societal monitoring system



Augment the State’s investment capacity through fiscal

equilibrium

First wave of implementation - 2007

Second wave of implementaion – 2008-2010

Third wave of implementation – from 2011 on

Str

ateg

ic im

pac

t h

igh

m

ediu

m

low

2. Restruturação da dívida

1. Reforma da Previdência

high medium low

Given the lack of fiscal equilibrium in the State, we chose to prioritize projects that seek cost reductions and only later

address the reduction in tax burden.

4. Wage ceiling and

fiscal responsibility law

5. Transparency in


and delegated

services

6. Review the budget

allocation model

1. Social Security

Reform

8. Administrative

reform

11. Tax reform 12. Municipalize the

educational system

10. Reduce ICMS taxes

on basic products

7. Implementation of

public private

partnerships

13. Eliminate tax

substitute

2. Study the State’s

withdrawal from

market services

9. Modernize public

administration

3. Publicize the

State’s non-

exclusive services

urgency

Setting priorities for strategic projects within a theme.

Participation of 350 specialists in each of the themes

2 to 4 rounds of meetings per forum (May/June)

Total of 11 Thematic Forums

Measures:

• 36 objectives

• 76 measures

90 Projects:

• 40 projects in the first wave of implementation (2006-2007)

• 44 projects in the second wave of implementation (2008-2010)

• 6 projects in the third wave of implementation (from 2011 on)

Theme Team Forums

Currently

11 strategic theme forums (one for each strategic theme inside the Strategy

Map) meet every quarter to align action plans and discuss tactics to address

critical issues with the government.

Strategic Theme Teams Meet Quarterly to Review

Progress and Suggest Actions

A public event sealed the commitment of the 2

candidates to the state governement, with the

presentation of “The 20 Key Issues of the Agenda”.

The Takeaways

Co-Creating the strategy map and scorecard creates consensus,

commitment and a common agenda among

1. The Executive Leadership Team of the public sector agency, or

NGO (FBI, Economic Development Administration, Catholic

Charities)

2. A city, state (Barcelona, Washington State Salmon Recovery,

Rio Grande do Sul), and nation with its citizens

3. A company and its multiple community and environmental

stakeholders for a long-term, sustainable, shared-value strategy

(the next frontier).

Stage 5 of the Management System: Monitor and Learn

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Stage 6: Test and Adapt the Strategy

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Executives Monitor and Adapt the Strategy at

Quarterly Strategy Review Meetings

61

Performance

Initiatives & Programs output

result

Strategy Review Loop

corrections

input

Strategy Learning Loop

incorporate

learning

update the

strategy

• Are the data consistent

with our strategic

hypotheses?

• Has the environment

changed in a

fundamental way?

• Have new strategic

options emerged?

Test and Adapt the

Strategy

Strategy Review Questions

• Why did we miss the target?

• What correcting actions should

we consider?

• Are initiatives on schedule?

• Do you need more resources?

• Would an multi-functional task

force help?

62

FBI Strategy Execution Cycle

Q1

Q3

Q2 Q4

OCT

NOV

DEC

JAN

FEB

MAR

JUNE

MAY

APR

SEPT

AUG

JULY

Refresh Strategic Objectives, Measures & Initiatives

Develop Performance Plans Plans for the Year

Formulate Budget Guidance for Future Years

Review Prior Year Spending and Current Year Spending Plans

Conduct Quarterly Strategy Review Session

Conduct Quarterly Strategy Review

Session

Inspection Semi-Annual a Performance Reviews

Review Mid-Year a Spending Plans

Conduct Quarterly Strategy Review

Session

Inspection Year-End Performance Reviews a

Conduct Performance Appraisals a a

63

A new Strategy Management Office coordinates the

six stage management system

results

performance measures

Process

Initiative

EXECUTION

performance measures

results

1

3

4

5

6


Vision


• Strategy

Formulation

DEVELOP THE

STRATEGY

• Strategy Map /

Themes




TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting

• Profitability

Analysis

• Strategy

Correlations

• Emerging

Strategies

TEST & ADAPT



MONITOR & LEARN

Strategic Plan

• Strategy Map

• Balanced

Scorecard

• Stratex

Operating Plan

• Sales Forecast

• Resource

Requirements

• Dashboards

• Budgets

2

Plan the Strategy:

Develop, Translate and

Align

(Stages 1-3)

Execute the Strategy:

Link to Operations,

Monitor, Learn and Test

(Stages 4-6)

SMO

strategy execution government and nonprofit_Indonesia jan,2013

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