Search results “Measuring performance in the strategic plans”
Establishing Performance Outcomes for Measuring your Strategic Plan
Strategy development should involve establishing measurable objectives with deadlines for future monitoring of its execution. This presentation examines how to develop and use performance measures to achieve strategic goals and objectives, including: turning strategies into measurable objectives; developing meaningful performance measures & targets; how to link results with metrics and strategy; establishing methods for monitoring and updating the plan; and building in measures and methods for updating the strategic plan. Nathan Doidge is the Director of Corporate Planning & Project Management at Health Quality Ontario and is responsible for strategy management, business planning, project management and corporate performance functions. This clip looks at how to identify measures for evaluating your strategic plan, as well as the creation and use of strategy maps.
Views: 421 Federated Press
How to Develop Key Performance Indicators
Your Key Performance Indicators are the vehicle to tell the story of your organization’s strategic performance. Learn how to develop your Key Performance Indicators to manage the performance of your strategic plan. Want more practical tips and insights on strategic planning? Subscribe to our channel here - https://www.youtube.com/channel/UCc5cYNhQ8oYNdjmXBy7Z-ug Download a FREE Complete Guide to Strategic Planning - http://onstrategyhq.com/complete-strategy-guide/ Follow us on Facebook - https://www.facebook.com/OnStrategyHQ/?fref=ts Connect with us on LinkedIn - https://www.linkedin.com/company/onstrategy Connect with Erica Olsen on LinkedIn - https://www.linkedin.com/in/ericajolsen
Views: 81422 virtualstrategist
Module 10: Measuring Performance - ASU's W. P. Carey School
Part 10 of 12 Supply chains are tasked with being effective, efficient, and adaptable. While the best companies on earth claim to have strong supply chains, it is only via performance measurement that managers and executives can truly prove the strength of their supply chains. Also, since continuous improvement is a business imperative, managers are constantly being asked to demonstrate positive outcomes and consistent improvement quantitatively. This module introduces the multi-layered world of performance measurement and its relationship to world-class supply chain management. This is the 10th installment in Arizona State University's twelve-part introduction to supply chain management video series developed by Eddie Davila, Jeff Hough, Randy Cates, Dawn Feldman, Dan Ichikawa, Ian Schmoel, and Matt Hardy. ASU, the W. P. Carey School of Business, and the Supply Chain Management Department are proud and happy to share this video series with supply chain management departments, supply chain instructors, career specialists in high schools and universities, as well as industry leaders in an effort to inspire a new generation of supply chain management professionals across the country and around the world. For more information, visit W. P. Carey's SCM Web site at http://wpcarey.asu.edu/scm or send an e-mail to wpcarey.scm@asu.edu.
Balanced Scorecard Animation
The characteristic of the balanced scorecard and its derivatives is the presentation of a mixture of financial and non-financial measures each compared to a 'target' value within a single concise report. The report is not meant to be a replacement for traditional financial or operational reports but a succinct summary that captures the information most relevant to those reading it. It is the method by which this 'most relevant' information is determined (i.e., the design processes used to select the content) that most differentiates the various versions of the tool in circulation. The balanced scorecard also gives light to the company's vision and mission. These two elements must always be referred to when preparing a balance scorecard. As a model of performance, the balanced scorecard is effective in that "it articulates the links between leading inputs (human and physical), processes, and lagging outcomes and focuses on the importance of managing these components to achieve the organization's strategic priorities."[3] The first versions of balanced scorecard asserted that relevance should derive from the corporate strategy, and proposed design methods that focused on choosing measures and targets associated with the main activities required to implement the strategy. As the initial audience for this were the readers of the Harvard Business Review, the proposal was translated into a form that made sense to a typical reader of that journal - one relevant to a mid-sized US business. Accordingly, initial designs were encouraged to measure three categories of non-financial measure in addition to financial outputs - those of "customer," "internal business processes" and "learning and growth." Clearly these categories were not so relevant to non-profits or units within complex organizations (which might have high degrees of internal specialization), and much of the early literature on balanced scorecard focused on suggestions of alternative 'perspectives' that might have more relevance to these groups. Source: Wikipedia. Video Source www.INTRAFOCUS.co.uk
Views: 36597 VLEARNorg
Lesson 4 3 2 Strategic Performance Measurement Systems
2 Managerial Accounting: Tools for Facilitating and Guiding Business Decisions
Views: 2070 Ryo Eng
Measuring the Success of Your Strategic Plan
Does your organization have a strategic plan? If so, how is it used operationally and how are you measuring your performance? Join this presentation as Lawrence shares best practices from the City of Fort Collins’ 10-year history of performance management. Leverage the team’s experiences—including learning from efforts that missed the mark and applying what has worked well—in this important executive review of the City's performance.
Views: 23 Cartegraph
Strategic Incentives - Creating Performance Solutions
According to statistics revealed by Gallup in “State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders,” employers who are able to effectively engage their workers in the organization realize 38% higher productivity, 50% higher sales, 27% higher profits, and 50% higher loyalty levels among customers. This is the reason why so many top U.S. companies continue to invest money in employee incentives, even during challenging economic times. If you are looking for ways to build morale, boost sales, and reward outstanding employees or customers, Strategic Incentives has the workforce solutions and loyalty programs you need. Strategic Incentives is a leading provider of incentive solutions. Services include safety incentives, employee recognition programs, and promotional marketing programs. Their innovative solutions assist clients in the areas of sales, marketing, quality, loyalty, change management, and customer satisfaction. Performance incentives spur motivation and participation in an internal performance improvement plan. Their sales incentives and performance improvement solutions are based on the foundation that your employees and customers are your greatest assets. They are with you every step of the way, from program launch to measurement and feedback. Premiere recognition is a great way to acknowledge standout performances in sales incentive programs. They provide powerful recognition programs that will award, motivate, reward, and/or recognize participating corporate employees, sales team members, and customers. Flexible, high-impact solutions can be devised to raise employee engagement, drive organizational performance, attract and retain top talent, and drive employee success. A worldwide selection of promotional ideas provides the best in customized marketing solutions. Strategic Incentives takes great pride in its ability to provide innovative ideas and to create promotional programs that seamlessly mesh with your existing marketing efforts. Options include promotional products, corporate apparel, and corporate gifts. Their professional approach includes a thorough evaluation of your audience and marketing objectives, development of an effective theme and detailed plan of action, a database search to determine items that will best execute the plan, and overseeing the overall success of the plan. Strategic Incentives is comprised of a team of experts who create and facilitate the most effective incentive programs by focusing on end results. They take corporate strategies into consideration, and combine them with new and unique uses of employee incentives and rewards programs to improve operations internally and boost customer sales. By focusing on maximizing clients’ return on investment, they are able to develop solutions which are molded to fit each individual client organization. All programs are carefully researched and custom-designed to achieve specific business objectives. Visit the Strategic Incentives website at http://StrategicIncentives.com to download a complimentary PDF of “35 Smart Ways To Use Incentive Programs,” and sign up for their e-newsletter to receive the latest information about employee motivation programs. Call 888-686-8116 for more information on sales incentives and promotional marketing.
Communicating Strategy with the Balanced Scorecard
Robert S. Kaplan is the Marvin Bower Professor of Leadership Development, Emeritus at the Harvard Business School.
Effective Strategic Plans: How Does Yours Measure Up?
Betty Collins, CPA, and Mary Colegate, CPA, give a thorough overview of the importance of nonprofit strategic planning. You can find handouts of this presentation here: http://www.bradyware.com/take-five-conference-2013.
How to think about and measure nonprofit impact
Measuring the impact of a nonprofit/charity can be a massive challenge. Social change rarely fits into a nice buckets that can be tracked. This video breaks down how to start thinking about nonprofit impact and how to measure it. These three sections represent the larger strategy of the organization, the theory of change, and the practical performance measurement. This outline compresses a lot standard nonprofit planning documents in attempt to distill the mission critical thinking needed to get started. Each area has questions a nonprofit should discuss and answer as a team. 1. Purpose and Intent Determine purpose of the organization. -What is the long term goal? -What need in society drove the creation of this organization? -What would need to happen for us to (successfully) go out of business? 2. Defining Outcomes and Indicators Identify outcomes that demonstrate impact. -What specific changes and outcomes will demonstrate the success you outlined above? -Outline Key Impact Indicators — (warning it’s hard) -What indicators will you use to measure those specific changes? 3. Track indicators over time Choose the methods you will you use to track each indicator. No matter which types of indicators, make sure results are stored in a consistent way in an online database. Tracking and analyzing is an important role, make sure there is someone who’s job it is to do this, preferably a data analyst. Get started measuring impact with our Impact Mapping Template: https://www.wholewhale.com/tips/nonprofit-digital-impact-mapping-template/ More resources: WholeWhale.com/impact ------- Whole Whale is a digital agency that leverages data and technology to increase the impact of nonprofits. In the same way the Inuits used every part of whale, Whole Whale leverages digital resources to see, "What else can this do for us?" ------- Check us out on Facebook : https://www.facebook.com/WholeWhale Tweet us: https://twitter.com/WholeWhale
Views: 9097 WholeWhale
Introduction to Balanced Scorecard and Measurement tools
The balanced scorecard is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences
Views: 80484 Maher Akwan
Strategic Planning and Performance Management Software for Balanced Scorecards - ClearPoint Strategy
ClearPoint Strategy is a cutting edge performance management tool with US based development, support, and security. It is ideal for mission driven organizations who use a Balanced Scorecard but it highly flexible to support any organization with Goals, Objectives, Measures, Metrics, and KPIs, as well as your Initiatives or Strategic Projects. ClearPoint Strategy was originally to meet the needs of nonprofits - ease of use, effectiveness, adaptability, and especially low IT maintenance costs. ClearPoint still delivers on these key requirements, but now ClearPoint can also support even the largest governments and for profit organizations with international languages, currencies, and around the clock support. This video covers the basics but we are happy set up a live demo or offer your organization a 90 day free trial. Contact us at for more information: https://www.clearpointstrategy.com/promo
Views: 5367 AscendantStrategy1
Strategy maps 101 - Why measures in perspectives always fails
Why do so many balanced scorecards fail? Because they don't understand that the common 4 perspectives balanced scorecard model is mis-leading and does not work. Phil Jones of Excitant Ltd, http://www.excitant.co.uk/contact-us explains why the 4-perspective model fails and how strategy map structures were developed. Understanding the principles that lead to the strategy map will help ensure your balanced scorecard implementation will be successful and address strategy and change rather than merely performance measurement. Find out more at http://www.excitant.co.uk/resources/white-papers/strategy-maps-and-strategy-mapping
Views: 43956 Phil Jones
Best Practice Tips for Creating Key Performance Indicators
http://www.winningkpi.com/ | What are Key Performance Indicators? Key Performance Indicators (KPIs) are critical success indicators. In other words, they are the proof that your strategies are on the right path, and goals are achieved. However, this alone would be a rather oversimplified definition. Key Performance Indicators are quantifiable measurements, used to analyze organizational performance. The KPIs are aligned with organizational goals and strategies and are used to measure wide range of factors from business performance to employee effectiveness, customer satisfaction, health and safety, security, etc. You will also learn: What are the benefits of using Key Performance Indicators? How do you create effective Key Performance Indicators? 1. Strategic Goals/Success Indicators 2. Measurement Period 3. Measurement Unit 4. Result Interpretation DOs and DON'Ts of Key Performance Indicators
Views: 191851 BSC Designer
Performance Measurement
The Eagle Hill Consulting Management Channel presents a discussion with Jack Dziak on the importance of performance measurement. Jack Dziak is a senior business executive with two decades of experience as the chief strategy executive for several major communications companies, including Sprint and Neustar. Jack has crafted and implemented organization-wide strategic plans and understands the importance of ensuring that they are not only actionable, but also measurable. In this video, Jack Dziak discusses the importance and key success factors of a useful performance measurement system, roadblocks to implementing an effective performance measurement system, and recommendations for organizations thinking about implementing performance measurement across their organization. For more information, please contact us at info@eaglehillconsulting.com.
Views: 8688 EagleHillConsulting
Strategic Planning:  Performance Management
Connecting performance management and strategic planning elements.
Views: 820 Tim Schneider
KPI Best Practices
This webinar will discuss developing strategic, operational, project, and organizational capacity KPIs, aligning KPIs to strategy, measuring intangible goals, streamlining measurement and reporting processes, and creating derivative KPIs for employees at all organizational levels. Viewers will learn how to: Improve managers' and employees' perception of the value and importance of measuring performance Lift the skill level of managers and employees in selecting meaningful measures and using those measures to make better informed decision Use KPIs to build individual and collective accountability for results
Envisio - Track Plans, Performance Measures and Report on Progress
Envisio (envisio.com) is a leading cloud-based strategy implementation, performance management and reporting software that helps government administrators align department operating plans with strategic plan, in one central location. Envisio provides an accountability framework that aligns employee actions with strategic priorities and provides an organization-wide visibility into progress of plans and performance measures. Managers and senior leaders can keep abreast of key initiatives and make informed decisions – all in real time. Envisio saves time with easy to generate stakeholder reports, increases staff engagement and collaboration and provides a framework for building trusted relationships internally and externally.
How to use dashboards and performance management in your strategic plan
On March 8th I met with the Team from Envisio Solutions to talk about dashboards and how to use them to transform the effectiveness of your strategic plan. We go through many areas of strategic planning like engaging your team, how to create KPI's , and some of the key components of aligning strategic plans and operational plans. I hope you enjoy it. For a demo of Envisio visit: https://www.envisio.com/sme-strategy
Strategic Planning for State Government
Strategic plans provide the roadmap to an organization's success. This session will provide attendees with basic information about Strategic Planning. In this webinar, you will learn: -What is strategic planning -Why is it important -What process is followed to develop a strategic plan (i.e. SWOT) -Tactical vs. Strategic planning -The framework of a plan -Key Performance Indicators/Metrics -Measuring performance - Implementation of the Plan Presenter: Bev Augustine Acting Deputy Director, Program and Consumer Services Division, Department of Consumer Affairs For Certificate of Completion, please visit the following link: http://www.calhr.ca.gov/Documents/training-certificate-of-completion.pdf If you have any questions, please contact training@calhr.ca.gov. Phone: (916) 445-1547
Strategic Planning for Government Organizations
Strategic Planning for Government Organizations http://www.kayekendrick.com Kaye Kendrick interviews Robert Kaufman on key to creating sustainable performance management framework for governments and enterprises, including key performance measures. Part 1 of 3
Views: 1631 kayekendrick
10 Strategic Management: Strategy Evaluation and Control
In this final lesson of strategic management, we learn about how to keep strategy execution on track and achieving what is intended. Learn more and become student at EF University for FREE - http://executivefinance.teachable.com/ Like us Facebook- https://www.facebook.com/exfinance/ Linkedin- https://www.linkedin.com/company/executive-finance Twitter- https://twitter.com/exfinance
Views: 23592 Executive Finance
Webinar: Strategy Execution and the Balanced Scorecard
Originally developed as a performance measurement framework, the balanced scorecard has matured into a modern strategic management system for integrating strategy formulation, strategic alignment, and strategy execution. These systems can help any organization achieve better employee alignment, communicate their strategy with clarity, and execute strategy through a strategic operating plan. This webinar will highlight the latest thinking on how existing balanced scorecard frameworks can be transformed into 21st Century strategic management systems, built on employee engagement, measuring what matters, and prioritizing work. In this 30 minute session, you will benefit by learning how to: • Make the BSC your strategic management system • Align strategic plans to operations and budgets • Use the BSC to execute your strategy • Align employees to vision, mission and strategy • Transform your organization into a higher performing entity Use KPIs to measure strategy, operations, and employee performance About The Presenter: Howard Rohm Howard Rohm is the Co-Founder and CEO of the Balanced Scorecard Institute who developed the Institute's Nine Steps to Success™ scorecard methodology in 1997. Balanced scorecard systems built on this methodology have been adopted by government, business, industry, state enterprises, and nonprofit organizations world-wide. Howard will also Chair the Forum and lead a workshop on BSC Performance Management and Measurement in Government and Other Mission-Driven Sectors.
Views: 1537 Informa Middle East
ACCA P5 - 7 Strategic performance measurement
For your free course notes to accompany this video visit www.theexpgroup.com/expand/
Views: 3174 theexpgroup
Operational and Strategic Business Performance
Decisions can have a short- or long-term impact; they can be strategic or operational. Measuring strategic or operational performance might require a different set of key performance indicators (KPIs). You need both: Operational KPIs help to measure the short term performance of an organization, strategic KPIs help to measure the implementation of a long term strategy. This video explains the differences using the picture of driving a car.
Views: 1778 BPMSG
What is Envisio?  - Track Government Plans, Performance Measures and Report on Progress
Envisio (https://envisio.com) is a leading cloud-based strategy implementation, performance management and reporting software that helps government administrators align department operating plans with strategic plan, in one central location. Envisio provides an accountability framework that aligns employee actions with strategic priorities and provides an organization-wide visibility into progress of plans and performance measures. Managers and senior leaders can keep abreast of key initiatives and make informed decisions – all in real time. Envisio saves time with easy to generate stakeholder reports, increases staff engagement and collaboration and provides a framework for building trusted relationships internally and externally.
Goals, Objectives, Strategies & Tactics:  What's the difference?
With a clear understanding of what each of these words mean, you'll be able to write more accurate and articulate program plans and proposals.
Views: 60852 RDBAweekly
(Organizational Performance Management)
http://www.myhrpro.ca Learn how to get maximum performance improvement with performance plans and effective performance appraisal techniques. This hr video provides a performance management overview that will improve productivity and team performance in your organization. In addition to our other HR videos in our series http://www.myhrpro.ca, here are some other resources from other sources. Performance management - Wikipedia, the free encyclopedia
Jump to Organizational Development‎: In organizational development (OD),performance can be thought of as Actual Results vs Desired Results. Organizational Performance Management -- Evaluating and - Free 
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Nov 11, 2011 -- Organizations large and small, private and public, in all endeavors, face increasing pressures to improve their effectiveness. Organizations that ... The process of managing organizational performance - Safari Books http://www.my.safaribooksonline.com/...managing-organizational-perfor...
219 17 Managing Organizational Performance The management of organizational performance is the continuing responsibility of top man- ageement who plan, ... Organizational Performance Management - Office of Personnel http://www.opm.gov › Agency Services › Performance Management
Performance Management focuses not only on individual employees, but also on teams, programs, processes and the organization as a whole. Organizational Effectiveness & Performance Management | The 
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Organizational performance management is about delivering performance or effectively implementing an appropriate strategy. This program enlarges the ... Organizational Performance Management | Skills | LinkedIn
DEMITRY BARNSE. strategic planning,performance & Organizational Policy Specialist at McKinsey & Company. As per as my schedules and commitments, I will... Making Organizations Better with Performance Management http://www.minnesotanonprofits.org/.../management.../making-orga...
The term performance management is used to describe the activities and methods of helping businesses, government agencies, and nonprofit organizations ... Performance Management
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Views: 12898 myHRpro
*Goal Setting* and *Performance Plans*
http://www.myhrpro.ca Improve your personal effectiveness with these goal setting tips and learn how to use techniques to create performance plans in your organization to elevate the performance management of your employees. In addition to our other HR videos in our series http://www.myhrpro.ca, here are some other resources from other sources. Goal Setting/Development Planning - Human Resources at MIT 
Performance Goals Are short-term objectives set for specific work in the employee's current position Relate to the department's overall goals Include clearly ... Performance Goal Setting and Performance Measurement 
http://www.humanresources.about.com › ... › Performance Management
You can develop an effective performance goal setting and performance ... ThePerformance Development Planning (PDP) process enables you and the people ... Performance Goal Setting - Goal Setting Techniques 
Mar 15, 2010 -- All these will aid you towards higher standards of performance. In theplanning stages of performance goal-setting you should think carefully ... Performance Planning and Goal Setting: Half-Day Training Program http://www.wolfmotivation.com/.../performance-planning-and-goal-...
Performance Planning and Goal Setting: What it is and what it is not! Clarifying performance expectations; Focusing work activities. Benefits of Performance ... Goal setting, planning, and organizational performance: An http://www.sciencedirect.com/science/article/pii/0749597890900255
by KG Smith - 1990 - Cited by 93 - Related articles This study is a preliminary attempt to bridge the gap between macro- and microlevel studies of the effects of goal setting and planning on performance. PERFORMANCE MANAGEMENT Planning & Goal Setting 
http://www.franciscan.edu/imagebase/hr/.../planningandgoalsetting.p... Personal Goal Setting - Goal Setting Tools from MindTools.com 
http://www.mindtools.com › Time Management
Goal setting is a powerful process for thinking about your ideal future, and for ... The process of setting goals helps you choose where you want to go in life. Goal-Setting For Sport Performance Enhancement | The Extra Gear 
In fact, I would go as far as to say that creating an effective goal-setting plan may give you the biggest performance bang for your buck of any mental skills ... Performance Appraisals: Evaluation & Goal-Setting Review Year ...
File Format: PDF/Adobe Acrobat - Quick View Apr 1, 2011 -- Goal Setting and Goal Alignment ... Tips for Interactive Goal Setting ....Employee, Aimee has initiated a Performance Planning and Appraisal ... Management Training - Performance Planning and Goal Setting 
Managers need to be able to hold skillful, timely, difficult conversations. For life to proceed with minimal disruptions and maximum input from its stakeholders, the ... (goal setting)(setting goals)(performance management)(hr consulting Edmonton)(calgary human resources)(human resources company)(human resources consulting company)(performance plans)(performance plan)(performance plans)(job descriptions)(job description Performance Management System)(performance planning)(hr forms)(hr articles)(human resource articles)(resource management)(goal setting worksheets)
Views: 5968 myHRpro
Measuring and Managing Performance in Supply Chain and Logistics Operations
OVERVIEW Are you having difficulties aligning your supply chain metrics with your company's financial goals? This difficulty grows exponentially with ever more complex global operations and the use of external business partners. During this free one-hour webinar, learn how to tailor your metrics and measurement processes to focus on the most important aspects of operations that impact overall corporate goals. The webinar also provides an overview of topics covered at part of the LIVE course of the same name hosted by the Supply Chain and Logistics Institute at Georgia Tech. ABOUT THE PRESENTER Presented by Paula Ferguson, SCL professional education instructor and managing partner at dFOUR.Solutions. Paula is the instructor for our course of the same name and a renowned expert in the field of supply chain performance management. A PDF version of the presentation can be downloaded at http://www.scl.gatech.edu/sites/default/files/downloads/gtscl-mmpsclo_20151007.pdf. Learn more about our "Measuring and Managing Performance in Supply Chain and Logistics Operations" course and our certificate series at http://www.scl.gatech.edu/mmpsclo and http://www.scl.gatech.edu/certificates.
Views: 4267 GTSCL
Strategic Planning: Shaping the Future for Your Community Bank
Strategic Planning: Shaping the Future for Your Community Bank was hosted by Craig Mancinotti and Rick Maroney, co-managers of Austin’s Strategic Consulting practice area. Strategic plans should incorporate short and long-term strategies in key areas: financial performance and profitability, M&A strategies, risk management, succession planning, and board governance. A strategic plan prepares you for future challenges and opportunities.
Views: 459 ProBank Austin
Discover the power of strategic analysis
Ellucian Institutional Performance Management delivers an institution-wide view of your key performance metrics and objectives across all campuses, departments, enterprise resource planning systems and educational platforms. This unique and intuitive solution turns all strategic intelligence into actionable information you can use to align plans, meet goals, and measure progress.
Views: 961 Ellucian
Balanced Scorecard: What It Is and Why So Many Organizations Have One
Join BSI Chief Operating Officer David Wilsey on this webinar and learn how mastering the balanced scorecard methodology might be the secret to your organization’s success. Whether you are charged with improving performance in your organization, revising an existing balanced scorecard system, or implementing a new strategic planning and management system, this complimentary webinar will help you orient yourself with the latest thinking in strategic formulation and execution. In this 30 minute session, you will develop a basic level understanding of: * How a balanced scorecard system works to improve organization performance * Benefits of improved strategic planning and strategy execution using a Balanced Scorecard system * Keys to successfully implementing and sustaining a Balanced Scorecard system
Improving Performance, Scoring Success Using Balanced Scorecards
Go to http://bit.ly/BalancedScorecard_CAP for more info This webinar highlights the release of “Improving Performance, Scoring Success: Using Balanced Scorecards for Organizational Excellence.” Working with the Community Action Partnership, the Balanced Scorecard Institute has created a "do-it-yourself" planning toolkit available free for Community Action Agencies. The Toolkit is based on the Institute's rigorous Nine Steps to Success™ balanced scorecard framework that combines strategic planning, change management, program and service prioritization, performance measurement and target setting. The Toolkit follows the five stages of the ROMA cycle: Assessment, Planning, Implementation, Achievement of Results, and Evaluation. The toolkit is designed to help CAAs not only perform strategic planning, but organize measures and reporting in a way that maps to the six ROMA goals, helps meet National Performance Indicator reporting requirements, and supports participation in the Pathways to Excellence program. The goal is to help Agencies improve their efficiency and effectiveness, and become more strategy focused and aligned.
Monitor/Control Strategic plan
Develop at least three methods to monitor and control your proposed strategic plan, being sure to analyze how the measures will advance organizational goals financially and operationally.
Views: 1031 angel79849
What is KPI and why measuring KPI (key performance indicators) is important
My full business plan book: https://www.amazon.com/Business-plan-template-example-business/dp/1519741782 My full business plan course: https://www.udemy.com/how-to-write-a-business-plan/?couponCode=ten_youtube For more on what is KPI and why measuring KPI (key performance indicators) is important: http://www.glowingstart.com In this tutorial I explain what is KPI. KPI stands for key performance indicators. Every business has key performance indicators. In fact, even smaller parts of a business have their own KPI. For example, my very own YouTube channel has KPI. The key performance indicators for a YouTube channel are views, minutes spent watching, revenue, and subscriber growth. On a different platform, the KPI might be different as well. For example, for a blog, the key performance indicators might be visitors, page views per visitor, and conversion to whatever you want people to do on the blog. Your business or startup has its own KPI. The key performance indicators for a business or startup are typically related to growth. Some of the important things to track are customer growth, revenue growth, and profit growth. Strategies are typically created to increase the growth of the revenue, profit and customer growth kpi metrics. Those strategies have their own KPI. So you must figure out what those key performance indicators are for your business, and focus on what it will take to grow those metrics. In an internet startup, the key performance indicators are usually very tied to growth of users and revenue. User growth is almost always the highest priority. And the growth of revenue is almost always the second biggest priority. The reason for that is that startups which have high growth can almost always raise more money from investors. So as long as they continue to grow, revenue and profits are often not as important. For more traditional types of small businesses, revenue and profit are often more important because those businesses must earn a profit that will be reinvested into those businesses and used to pay rent and employee salaries. User experience tutorial: https://www.youtube.com/watch?v=YHJ3KNJlmWo What is website hosting: https://www.youtube.com/watch?v=HtY76cUHXIo How to create a great marketing strategy: https://www.youtube.com/watch?v=afSInLfp9PM Direct marketing tutorial: https://www.youtube.com/watch?v=cBSkeWGskKc What is a sales funnel, and how to improve your sales funnel: https://www.youtube.com/watch?v=rxQ4fSuvLjw How to sell jewelry: https://www.youtube.com/watch?v=ALrcOq5FD7c How to sell a food product: https://www.youtube.com/watch?v=EFxI9o_P-N8 Seth Godin purple cow - how to get great marketing ideas: https://www.youtube.com/watch?v=s1I9lxOF7j8 What is guest blogging and should you do it: https://www.youtube.com/watch?v=iKtXVrQrYdQ How to create a website or blog: https://www.youtube.com/watch?v=fC28VOKg05s How to do paid search marketing: https://www.youtube.com/watch?v=6WH7BNwPgic How to sell books: https://www.youtube.com/watch?v=jo7TiPhfU_8 Marketing plan template: https://www.youtube.com/watch?v=11f_4qyMTAE How to start a successful blog: https://www.youtube.com/watch?v=5JEEBmNH1j8 Introduction to marketing: https://www.youtube.com/watch?v=54tysQGuITs Gigantic marketing playlist: https://www.youtube.com/watch?v=G7cEyoYfvKg&list=PLAgq5S6WQmzEjJIpYXN9nVMjNmxHjNw37 25 Facebook marketing strategies: https://www.youtube.com/watch?v=zd8eG0WDJvI Content marketing strategies: https://www.youtube.com/watch?v=KTruIZ5_D3k Facebook marketing book: https://www.youtube.com/watch?v=G6qbz-qnaPU Marketing strategy book to reach 1,000,000 people: https://www.youtube.com/watch?v=G6qbz-qnaPU Marketing strategies course: https://www.youtube.com/watch?v=3brrVun7zNI
Strategic Performance Management
Professor Mike Bourne discusses Strategic Performance Management
Strategic Plan Review - Cowlitz County - Kevin Hunter
http://www.citizencommissioner.com Three years later and with a price tag well over $100,000, did Cowlitz County actually get a Strategic Plan from Commissioners Dennis Weber and Mike Karnofski? To help answer the question, Kevin Hunter reviews the 13 critical elements of a Strategic Plan as outlined by Forbes and Mr. Dave Lavinsky. Cowlitz County and operated since 2014 without a Strategic Plan in place at all, so did the commissioners come thru with a document worth considering? The end analysis is NO. Without any goals, key performance indicators (KPI) to measure success, no operations plan, financial plan, or even a simple elevator pitch, the Strategic Plan for Cowlitz County is nothing more than a tourist brochure or what Kevin Hunter refers to as a "Kumbayah Document" with nothing but fluff. Would you pay good money to have such a document written for your organization? Dave Lavinsky does a great job of laying out what a real Strategic Plan contains: Section 1: Executive Summary The Executive Summary of your strategic plan should be completed last, and this section merely summarizes each of the other sections of your plan. Section 2: Elevator Pitch An elevator pitch is a brief description of your business. Your elevator pitch is included in your strategic plan since it’s key to your business’ success, and often times should be updated annually. Section 3: Company Mission Statement Your company mission statement explains what your business is trying to achieve. For internal decision-making, your mission statement guides employees to make the right decisions; decisions that are in line with helping the company achieve its mission. Section 4: SWOT The reason to include a SWOT analysis (analysis of your Strengths, Weaknesses, Opportunities and Threats) in your Strategic Plan is to help you determine the best opportunities to pursue to achieve your growth goals. It also helps you identify which strengths you must develop in the near future to improve your company. Section 5: Goals Setting and achieving goals is the hallmark of successful companies and is a critical element of your strategic plan. They key is to first identify your 5 year or long-term goals. Next, identify your one-year goals; Then work backwards two more times to determine your goals for the next quarter and the next month. Ideally you update you strategic plan monthly to modify this section. Section 6: Key Performance Indicators (KPIs) Great businesses understand their metrics and KPIs. By tracking your KPIs, you know exactly how your business is performing and can adjust as needed. Section 7: Target Customers In this section of your strategic plan, you will identify the wants and needs of each of your target customer groups. This is important in focusing your marketing efforts and getting a higher return on investment on your advertising expenditures. This is because the more you can “speak” directly to your target customer wants and needs in your marketing, the better you will attract them. Section 8: Industry Analysis Your industry analysis doesn’t have to be a comprehensive report on what’s going on in your market. However, you should conduct an analysis to ensure the market size is growing (if not, you might want to diversify), and to help identify new opportunities for growth. Section 9: Competitive Analysis & Advantage Similarly to your industry analysis, your competitive analysis doesn’t have to be a thorough report listing every detail about every competitor. Rather, in addition to defining who your key competitors are, you should list their strengths & weaknesses. Section 10: Marketing Plan In addition to your strategic plan, I recommend you develop a comprehensive marketing plan describing how you will attract prospects, convert them to paying customers and maximize your lifetime customer value. Include a summary of your marketing plan in your strategic plan. Section 11: Team The team section of your strategic plan ensures you have the human resources to execute on the opportunities you’ve identified and to achieve the goals you established in section 5 of your plan. Here you should list your current team members and identify the types of people you need to hire in the next year to achieve your goals. Section 12: Operations Plan Your operations plan helps you transform your goals and opportunities into reality. In this section of your plan, you will identify each of the individual projects that comprise your larger goals and how these projects will be completed. Finally, you’ll map out each of your initiatives, ideally in a Gantt chart, so you know when each project will start and who will lead them. Section 13: Financial Projections Your financial projections help in multiple ways. First, you can use a financial model to assess the potential results for each opportunity you consider pursuing. Also, once you determine the opportunities you will pursue, your financial projections will map out the goals.
Views: 1729 Kevin Hunter
Business Strategy: Kaplan & Norton's Balanced Scorecard
Learn more about the Balanced Scorecard here on the tutor2u website: https://www.tutor2u.net/business/reference?q=balanced+scorecard The Balanced Scorecard approach encourages businesses to analyse and report performance based on four key perspectives - financial, customers, internal processes and organisational capacity. This revision video provides an overview of the Balanced Scorecard model and approach.
Views: 88850 tutor2u
Seven Competencies to Manage Strategic Performance
Is your strategic plan sitting on the shelf collecting dust? Are you spread too thin with too many priorities that your meetings tend to veer away from strategy to fire-fighting? Are you too slow to respond to change? Does your team focus on activities rather than results? If you answered YES to any of these questions then your leadership team may be struggling with strategic thinking, planning and action. This 30-minute session will focus on the top seven competencies that leadership teams need to build specific strategic management competencies across and down through their teams...competencies that will enable them to develop strategic management techniques that can help their team: • Understand how to become strategy focused • Systematically assess external opportunities and threats • Formulate a clear and achievable desired future state • Think clearly as strategy alternatives are considered and selected • Learn a disciplined approach for reaching performance targets • Use a disciplined process for prioritizing initiatives • Use a strategy execution methodology to sustain focus, alignment and engagement
Strategic Plan Overview
The City of San Diego's Strategic Plan is discussed by Chief Operating Office Scott Chadwick and Almis Udrys, the Director of Performance and Analytics. To download a copy of the Strategic Plan, go to San Diego.gov/StrategicPlan.
Views: 1162 City of San Diego
Financial Metrics to Drive Strategic Portfolio Performance
View the webinar in its entirety at: http://budurl.com/6zvc In this webinar recording you will learn: - How to choose the right financial metrics to drive your innovation strategy - Understand the unintended consequences of picking the wrong financial metrics - How financial metrics drive different decision-making behavior. While all companies forecast the financial impact of their new product development investments, not all realize that the specific metrics that are used to rank and select projects heavily influence the performance of portfolios, possibly towards an unintended outcome. This webinar explores typical project and portfolio valuation metrics with respect to what these metrics specifically indicate, and the decision-making behaviors they drive. Given that the most successful portfolios are guided by a focused innovation strategy, which metrics should your organization be using to measure and maximize investment performance? View the webinar in its entirety at: http://budurl.com/6zvc
Views: 201 Sopheon
BUS/475 Week 5 Final Strategic Plan @ http://UOP-Tutorials.info
BUS/475 Week 4 Strategic Plan, Part III: Balanced Scorecard Business Created: Confection Connection Word Count: 2,243 words = A+ Develop the strategic objectives for your business in the format of a balanced scorecard. The strategic objectives are measures of attaining your vision and mission. As you develop them consider the vision, mission, and values for your business and the outcomes of your SWOTT analysis. Consider the following five quadrants of the balanced scorecard when developing your strategic objectives: Shareholder Value or Financial Perspective, includes strategic objectives in areas such as: o Market share o Revenues and costs o Profitability o Competitive position Customer Value Perspective, includes strategic objectives in areas such as: o Customer retention or turnover o Customer satisfaction o Customer value Process or Internal Operations Perspective, includes strategic objectives in areas such as: o Measure of process performance o Productivity or productivity improvement o Operations metrics Learning and Growth (Employee) Perspective, includes strategic objectives in areas such as: o Employee satisfaction o Employee turnover or retention o Level of organizational capability o Nature of organizational culture or climate o Technological innovation Develop at least three strategic objectives for each of the following four balanced scorecard areas identified above (Financial, Customer, Process, Learning and Growth). Your objectives should be selected, in part, based on an evaluation of a number of potential alternatives to the issues and/or opportunities identified in the SWOTT Analysis paper and table you completed in Week Three. Base your solutions on a ranking of alternative solutions that includes an identification of potential risks and mitigation plans, and a stakeholder analysis that includes mitigation and contingency strategies. You should also incorporate the ethical implications of your solutions into your selection. For each strategic objective, develop a metric and target using a balanced scorecard format. (For example, a strategic objective in the shareholder or Financial Perspective is to increase market share. A metric to actually measure this strategic objective of market share increase is, "The percentage of increase in market share." The target is the specific number to be achieved in a particular time period. The target for the metric of "Increase market share" could be "Increase market share by 2% for each of the next 3 years" of an increase of 2% per year for 3 years.). Write a 700 to 1,050-word summary that explains your critical thinking on how you derived your objectives from your vision, mission, values, and SWOTT analysis. Format paper consistent with APA guidelines. Learning Team Communication Plan Outline Develop a generic communications plan and template. This template will be used to develop a communication plan for your Final Strategic Plan. BUS/475 - Week 5 Final Strategic Plan Business Created: Confection Connection Includes Week 2, 3, 4, and Week 5 Word Count: 8,281 words = A+ Write a 700 to 1,050-word section for your strategic plan in which you add your strategies and tactics to implement and realize your strategic objectives, measures, and targets. Include marketing and information technology strategies and tactics. Develop at least three methods to monitor and control your proposed strategic plan, being sure to analyze how the measures will advance organizational goals financially and operationally. Finally, recommend actions needed to address ethical, legal, and regulatory issues faced by the organization, and how they can improve corporate citizenship. Combine your completed strategic plan. This includes the vision, mission, values, SWOTT analysis, balanced scorecard, and communication plan. Your consolidated final strategic plan should be 2,800 to 4,200 words in length. Prepare three to five Microsoft PowerPoint slides, in which you briefly outline the vision, mission, values, and balanced scorecard that you have developed for your business. Share your presentation with your classmates and provide substantial feedback by commenting on the work of your classmates.
Painless Performance Indicators: Using a visual approach
In this new visual approach to developing performance indicators for performance management and monitoring, Dr Paul Duignan shows how to develop a set of indicators by visually 'mapping' them back onto a visual program logic model or outcomes model. This helps when developing indicator sets because it suggests the types of indicators you should be looking for and, if the same visual model is used in strategic planning, it helps those doing the planning to know what is, and is not, currently being measured.
Views: 4736 Paul Duignan
Webinar: How to Plan and Measure Your Holiday Campaign on Social
Successful holiday social campaigns are strategic and results-oriented. They help you build brand affinity, and drive business results. They work in concert with your brand’s other marketing initiatives. As a marketer, there's a lot to consider. How do you make sure you’re planning and measuring your holiday campaigns most effectively? In this webinar recording you will learn: - How to use social listening to understand customer intent and conversation during the planning process - The core components of a successful holiday campaign, with examples of brands who have done it well in the past - How to optimize decisions and measure performance of holiday campaign social media content - How to tie all your results to revenue based upon insight into your direct impact on website visits, opt-ins, and more A generous Q&A session at the end of the webinar answers even more burning holiday campaign questions.
Views: 308 Simply Measured
What is STRATEGIC CONTROL? What does STRATEGIC CONTROL mean? STRATEGIC CONTROL meaning - STRATEGIC CONTROL definition - STRATEGIC CONTROL explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. Strategic control is a term used to describe the process used by organizations to control the formation and execution of strategic plans; it is a specialised form of management control, and differs from other forms of management control (in particular from operational control) in respects of its need to handle uncertainty and ambiguity at various points in the control process. Strategic control is also focused on the achievement of future goals, rather than the evaluation of past performance. Vis: The purpose of control at the strategic level is not to answer the question:' 'Have we made the right strategic choices at some time in the past?" but rather "How well are we doing now and how well will we be doing in the immediate future for which reliable information is available?" The point is not to bring to light past errors but to identify needed corrections to steer the corporation in the desired direction. And this determination must be made with respect to currently desirable long-range goals and not against the goals or plans that were established at some time in the past. As with other control processes, strategic control processes are at their core cybernetic in nature: using one or more 'closed loop' controls to ensure that any observed deviations from expected activity or outcomes are highlighted to managers who can then intervene to correct / adjust the organisation's future activities. John Preble noted the need for these controls to be 'forward looking' when used to control strategy, to give controls that are "future-directed and anticipatory". Strategic control systems cannot "...wait for a strategy to be executed before getting any feedback on how well it is working. Since this might take several years..." A related concern for strategic control processes is the amount of time and effort required for the process to work: if either is too great the process will either be ineffective or be ignored by the organisation. Various authors have proposed that all strategic control systems necessarily comprise a small set of standard elements, the absence of any one of which makes strategic control impossible to achieve (e.g. Goold & Quinn, Muralidharan). The four elements proposed by Muralidharan are: 1. the articulation of the strategic outcomes being sought 2. the description of the strategic activities to be carried out (attached to specific managed resources) in pursuit of the required outcomes; 3. the definition of a method to track progress made against these two elements (usually via the monitoring of a small number of performance measures and associated target values); 4. the identification of an effective intervention mechanism that would allow observers (usually the organisation’s managers) to change / correct / adjust the organisation's activities when targets are not achieved. These elements imply an active involvement by senior managers in the determination of the strategic activities pursued by the component parts of an organisation, and this has led some to observe that strategic control is most effective in organisations that focus on a single market or area of activity. In organisations undertaking a mix of diverse / unrelated activities (e.g. traditional conglomerates) simpler forms of financial control are more common and perhaps more effective.
Views: 4391 The Audiopedia
SMART Goals - Quick Overview
FREE Online Course https://www.udemy.com/goal-setting/ Learn more at www.decisionskills.com. When setting or evaluating goals, consider using the acronym SMART. Using SMART provides structure that helps ensure goals are specific, measurable, achievable, relevant and time bound.
Views: 675875 DecisionSkills