All over the world, Human Resources & Managers are

busy, stressed and fire fighting

Are they doing things right? Or doing the right thing ?

March 2005
SAMIR HANAFY P. Eng.
Business Development Consultant
2004


:
-1
-2
-3
-4
-5
-6
-7

.
.
.
Strategy Focused Organization .
.
.
.

:
:

BSC . Strategy Maps

. Intangible Assets
.
. Strategy Focused Organization
. Strategy Focused Organization
.

SAMIR HANAFY, P.ENG

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.
) (.
.
.
.
.

.
.
.
.
.
.
.
.

.
.
.

SAMIR HANAFY, P.ENG

:
: .
: .
: .
: .
: .

:
) ( .
.
. Strategy Map
. Strategy Focused Organization
.
.
) --- (.
. Communication Plan
.
.
.
:
.
.
.
.
BSC metrics
SAMIR HANAFY, P.ENG

What are the key benefits of this principle?

Integration and alignment of Companys Division to achieve the
desired results through improved organizational capabilities.
Alignment of activities at all levels, to achieve organizations strategic
intent.
Flexibility to react quickly to improvement opportunities
Achieve the organizations Strategy & objectives in the most effective
& efficient way
The ability to focus effort on the scorecards that matter to all
Stakeholders
Establishing clear responsibility and accountability for each
department

SAMIR HANAFY, P.ENG

What are the key benefits of this principle?

Analysis and measurement of the key process and activities
Identifying the interfaces of key results within and among the
functions of the organization, solving measurement problem.
Focusing on the factors, such as resources, methods and materials
that will improve key activities influencing the scorecards of the
organization.
The effectiveness and efficiency of an organization is improved by
identifying, understanding and Managing a system of interrelated
results needed to achieve strategy ( Balanced Scorecard).
As human development will influence internal process and improve
customer satisfaction which will impact financial indicators.

SAMIR HANAFY, P.ENG

BSC and Strategy

M-1 Day 1

M-2 Day 1

Pg 8
Pg 20

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96

Pg 102

M-6 Day 5
M-7 Day 5

M = Module

SAMIR HANAFY, P.ENG


Balanced Scorecard Historical lock

1975-1850

1975

BSC











) (

1992
- -- -


%20 % 80

.


)
( 300 300
. 1998

- -
-
-
-
-
-
SAMIR HANAFY, P.ENG

-
-
-
-
-
9

TOTAL QUALITY BALANCE

Positive interactions with customers cannot be accomplished without understanding,
and then developing, the skills needed to create the most effective human communication
between employee and customer. a better listener, as well as a better communicator to
customers, both verbally and non-verbally. Remember, success depends on your ability to
implement the 'human touch' consistently across business functions.

FACT
Product
TANGIBLE

10

FEELINGS /
PERCEPTION
Service

INTANGIBLE

Value to Customer = Real Value + Perceived Value

SAMIR HANAFY, P.ENG

2004
75%

1994
62%

% 34

% 22

% 22

% 22
% 100

1984

38%



% 75
= 21
-:
------------- = 8
SAMIR HANAFY, P.ENG

11

The Barriers to Implementing Strategy

% 10

Only 10 % of
Organization Execute
Strategy

1990 Fortune
Magazine
Failure in implementing Strategy

Barriers to Strategy Execution

Vision Barrier
Only 5 % of
workforce
Understand
Strategy

12

% 5

People Barrier
Only 25 % of
managers have
Incentives linked
To Strategy
% 25

Management
Barrier
85 % of executives
teams Spend less
than 1hour / month
discussing Strategy
% 85

Resource Barrier
60 % of
organizations
Dont link budget
To Strategy
% 60

New Definition of Cash Flow- Working Capital Components

Working
Capital
Cash Flow

Sales Revenue
Collected (AR)
from Customers

Unsatisfied Customers
Reduce Working Capital
Until Satisfied

Inventory

Accounts
Payable
Suppliers
Contractors
Employees

Satisfied Customers
Improve Working Capital
Customer Processing
Order Fulfillment, Shipping
Production Processes
Sales Process
Marketing Process

Sales Revenue- AR Is A Good Measure Of Customer Satisfaction.

Working Capital (Cash Flow) Is A Good Measure Of Overall Business Performance
Identify & Improve Processes to Improve Cash Flow (Pricing, Sales Admin, Order
Admin/Customer Service, Distribution, ..
13

SAMIR HANAFY, P.ENG

Cash to Cash Cycle

Purchase Raw
Materials or merchandise
From Suppliers

Sell
Product

Days Inventory

Days Receivable

Cash To Cash Cycle

Days Payable

Pay Suppliers
for Material

14

Collect Cash
from Customer

- Working Capital Management

- Capital is tied in Inventory
- Cash to Cash Cycle
Time required for company to convert cash
payment to suppliers of inputs to cash receipts
From customers
SAMIR HANAFY, P.ENG

The Strategy Map Solves Fundamentals

Financial
Measurement
Tangible

15

Balanced
Scorecard
Tangible
intangible

Strategy
Implementation

SAMIR HANAFY, P.ENG

What Is Balanced Scorecards

BSC =

Measurement
System?

Strategic
Management
System?

+
16

Communication
Tool?

SAMIR HANAFY, P.ENG

Strategy , Mission Statement & BSC

Strategy is a Series of Assumptions, Questions, What If? Cause and Effect Logic

)(
) ( )(

.........

Mission
Strategy

BSC

SAMIR HANAFY, P.ENG

Scorecard

Balanced

18

Balanced Scorecard-Concept for efficient Performance

SAMIR HANAFY, P.ENG

??

19

 Customer

Internal Business Process

Vision
Mission
Strategy

Innovation & Growth

Financial


Stockholders

BSC and Strategy

Pg 8
Pg 20

M-1 Day 1

M-2 Day 1

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96
Pg 102

M-6 Day 5
M-7 Day 5

M = Module

SAMIR HANAFY, P.ENG

21








) - - -(

) (
) (
SAMIR HANAFY, P.ENG

22

STRATEGIC PROFILE

TIME FRAME
DRIVING FORCE
BUSINESS CONCEPT
AREAS OF EXCELLENCE
FUTURE PRODUCT /SERVICE /MARKET
FUTURE USER SCOPE
SIZE GROWTH GUIDELINES
RETURN/ PROFIT GUIDE LINES

N NE RA
N E W
T
EW W PRO E
M
G
O AR DU I
U K C C
TL E T
ET T / S PL
ER A
S
VI N
CE

CRITICAL ISSUES
VISION

ST

NEW

23

BUDGET

C PE
U
R
C CU RR A

U RRE EN T
RR N T I
EN T PR O
T MA OD N
IS R U
P
SU KE CT LA
ES T /SE N
RV
IC
E

CURRENT

SAMIR HANAFY, P.ENG

Strategy Focused Organization

What is A BALANCED SCORECARD

Management Control System

Vision &
Strategy

Change Management
Why?
In 1980 10% success rate
of formulated strategy
70% is not bad strategy
but bad execution
Investors find execution
is more important than
vision
In 82 Brokers estimated
62% tangible assets.
In 92 it dropped to
38% tangible assets.
The book value of tangible
assets accounted for only
10%-15% of market value

HR
Incentive

Budget

Plan &
Allocate

Review &
Reorient

Designed around
Short Term
Control Oriented
Financial Framework

Strategic Management System

Translating
The Vision

The intangible assets

- Customers relation
- responsive operation
- Employee capability & Skills
- innovation & IT
- High Quality
- New product

24

Communicating
&
Linking

Balanced
Scorecard

Plan &
Allocate

Feedback
&
Learning

Designed around
Longer Term
Commitment Oriented
Strategic View


Strategic Thinking Process

:



:
-

SAMIR HANAFY, P.ENG

What is :
Strategic Thinking
Strategic Planning
Strategic Management
Strategic Thinking Process:
-Define Strategy
-Formulate Strategy
-Migration Plan
-Value for the Company

25

Strategic Thinking Process

Strategic Thinking
Is not just to achieve quality FITNESS TO STANDARD
It is to achieve FITNESS TO NEED
It is to achieve FITNESS TO FUTURE NEED

Our Strategic Thinking Process is

a WORKING MODEL that functions as an engine for ongoing
transformation and growth of the company
To involve not only top management but all key players in this
process

It comprises of :

26

Definition of the Strategy

Formulation of Strategy
Migration of Strategy
Implementation of Strategy

SAMIR HANAFY, P.ENG

The Strategic Management Process

Scan

Identify

External
Environment
National

Factors
Opportunity

Global

Evaluate Current

Strategic

Threats

SWOT

Mission
Goal
Strategy

Scan Internal
Environment
Core
Competence
Synergy
Value Creation

27

Implement
Define

Formulate

Strategy via

Mission

Strategy

Changes in

Goal

Corporate

Leadership/Culture

Strategy

Business

Human resources

Functional

Information/Contro

Identify
Strategic
Factors
Strengths
Weaknesses

BSC

SAMIR HANAFY, P.ENG

Strategic Planning

ng
i
nn
a
Pl

g
n
i
n
ic
n
g
a
l
te
G
P
a
N ic
r
I
t
Long Term
g
S
N
e
al
AN rat
n
L
P
tio
St
i
C
ad
GI
ed
r
E
s
T
T
a
B
A
R
- Intermediate
n
T
o
S
si
i
V
e
ur
t
Fu
Short Term

Strategy Formulation Starting Point

28

SAMIR HANAFY, P.ENG

To Create a Vision Change your Frame of Reference

Vision

A mental picture of what the organization should look

like and how it will feel in the future

Mission Statement
A formal statement describing the organizations
future direction , consistent with values , goals and
objectives of the stakeholders as a group
FROM

29

TO

Today

The future

Looking backward

Looking Forward

Current circumstances

Future success

Past success

Future success

Create a Vision , Write Mission Statement

SAMIR HANAFY, P.ENG

SAMIR HANAFY, P.ENG

30

Company Model Innovation from Functionally based

to Alignment based network ( out of the box to line)
Alliance Based Network
Sales

Capability based Network

Sales

Customer relationship
Product Development

Alliance Partners

Process Dominated
Sales

Customer relationship
Product Development

Process Dissolved
by Capability

Customer relationship
Product Development

Processes are the business

Process Driven

31

Function drive the business

Production

Finance

Sales/Marketing

Production

Finance

Functionally bound

Sales/Marketing

Process sensitive
Sales
Customer relationship
Product Development

Processes drive the business

Processes are acknowledged
But functions dominate
SAMIR HANAFY, P.ENG

THE NEW STRUCTURE

C
U
S
T
O
M
E
R
S

Process Owner
Process Owner

Processes

Process Owner

Centers of
Excellence
Coach
32

Coach

Coach

Coach
SAMIR HANAFY, P.ENG

Levels of Strategic Thinking

Corporate level the umbrella statement

Division level
Strategic Business Unit (SBU) level
Departmental level
Project Team (PT) level
Personal level
Corporate
Division
SBU
Department/ PT
Personal Level

33

SAMIR HANAFY, P.ENG

Strategic Thinking Process

Define Vision
Develop Mission

Conduct
SWOT Analysis

Define
Shared Values

Determine
Key Issues &
Challenges

Core
Ideology

Define Business
Philosophy

Conduct
PEST Analysis

Identify Core
Competencies

Identify
Business Drivers

Identify Core
Capabilities

34

Internal
External
Analysis

Derive Goals
Identify
Critical Success
Factors

BSC

Balanced Score Card

SAMIR HANAFY, P.ENG

The Defining Strategy Keys

The two. at the base
represent the
balanced score card
of the firm.
They describe its
strategic framework
for action

VISION

SHARED
VALUES
MISSION

Business
Philosophy

Core competencies
Business Goals

35

Balanced Score Card

Objectives (CSFs)
Measures & Rewards
SAMIR HANAFY, P.ENG

Kaplans Balanced Score Card

36

Translates vision, mission, shared values,

business philosophy & goals to reflect
How does the SBU look to its stakeholders?
Financial perspective
How do my customers see SBU?
Customer perspective
What must be the SBU excel at?
Internal business perspective
How can the SBU continue to improve and
create value?
Innovation & learning perspective
SAMIR HANAFY, P.ENG

Kaplans Balanced Score Card

Key Objectives, Measures & Rewards the

Foundations of Strategy
Customer
Perspective
Financial
Business
Perspective

Creating
Value

Internal
Business
Perspective

Innovation
& Learning
Perspective

37

SAMIR HANAFY, P.ENG

Balanced Score Card

FINANCIAL VIEW
OBJECTIVES

MEASURES

INTERNAL BUSINESS VIEW

OBJECTIVES

38

MEASURES

CUSTOMER VIEW
OBJECTIVES

MEASURES

INNOVATION & LEARNING VIEW

OBJECTIVES

MEASURES

SAMIR HANAFY, P.ENG

Develop A Company Business Unit Strategy

Strategy Statements

Customers
Shareholders

Employees

Value Added

Mission

39

Vision

Statement of Company or Business unit

Direction
GOP---------------------------Cost Reduction---------------Define unique values that the Company
Promises to deliver to customers, shareholders
And employees.
Why someone would buy from us ,and work for
us and not another company.

How to reach the Vision, target market segment

And scope of Business; Needed Capabilities and
Competencies
Desired Future State, How the customer will view
Company in the year 20XX
SAMIR HANAFY, P.ENG

-1 .
-2
.
-3 /
.
-4
.
-5

.
-6

SAMIR HANAFY, P.ENG

40

Develop Business Strategy Need

Customer Strategy
identify market
provide value that customers need

Finance Strategy

Operating Strategy

low cost capital

as needed

deliver value for customers

that company can afford

People Strategy

Right people
right Skills & Competency
right jobs
Doing the right thing
for the right return
41

SAMIR HANAFY, P.ENG

4 Phase- Winning Model Strategic Planning

FORMULATION OF STRATGIES

Vision
Mission
Values

Strategy Formulation

Competitor

Goals & Objectives

Strategy Implementation

Offensive
Strategy
Who to attack?
Where to attack?
When to attack?
What to attack?
How to attack?

Defensive
Strategy
Hide
Trade Secrets
Strength&weaknesse
Strengthen
Internal Structure
Human Resources

Organization

External
Environment

Evaluation

42

Leader
Teams
Change

Balanced
Scorecard

SAMIR HANAFY, P.ENG

How to make Strategy Planning Happen

Strategy Should be Aligned with
Basic Believes & Values
Leadership & Management Styles
Thinking Patterns
Behaviors
Myths,Symbols and Status Que
Team Formation & Agenda Meetings
Organizational Structure
Process & Systems
Appraisal Systems
Reward System
Information & Knowledge
Education & Training
Goals Setting & Balanced Scorecards
Customer Relation Management
43

SAMIR HANAFY, P.ENG

Strategy Overview Goals and Plans...

Vision
Vision

Strategic
mission
Strategic mission
statement
statement
Strategic
Plans
Strategic Goals
Goals // Plans
Senior Management
Management
Senior
Organization as
Organization
as aa whole
whole
Tactical
Plans
Tactical Goals/
Goals/ Plans
Middle Management
Management
Middle
MajorDivision
Division and
Major
and Functions
Functions
Operational
Plans
Operational Goals
Goals //Plans
Lower Management
Management
Lower
( Department &
& Individuals
Individuals People
( Department
People

44

to ensure that Strategy business objectives are

achieved
SAMIR HANAFY, P.ENG

BSC and Strategy

Pg 8
Pg 20

M-1 Day 1

M-2 Day 1

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96
Pg 102

M-6 Day 5
M-7 Day 5

M = Module

SAMIR HANAFY, P.ENG

45

The Science of measurement

Cause

How often and how

Well is it used in
The field

Follow up
Surveys
47

Effect

Linked
How is it impacting
To
The Business

Leading Indicators

Lagging Indicators

Skill, Knowledge
Effort
Activity
Coaching Delegation
Empowerment
Stronger Relations
CRM

Revenue,Margin
Satisfaction
Loyalty
Retention
Repeat Business

Bottom line
Tracking

BSC
Performance
Comparison

Cause & Effect

( )
Strategy

Target
Indicators

Measures

Action
Plan

48

Objectives

SAMIR HANAFY, P.ENG

WHY Cause & Effect Matrix?

To build and create Cause and Effect (C&E) Matrix
To review the steps to create a C& E Matrix
To link C&E Matrix to Process Map and other tools

F(X)
Input
Cause
Problem
Control
Independent

Output
Effect
Symptoms
Monitor
Dependent

Control the Xs to achieve the Y

Strategy
49

Objectives

Measures

Target
Indicators

Action
Plan
SAMIR HANAFY, P.ENG


6-

5-
4-

/ /
/ / / /

THE SHORTEST
WAY TO PROFIT
IS CUSTOMER
SATISFACTION

3-
2-

1-

/ / /

 The Service Profit Chain

Customer Value Proposition

Value =

Actual

Value = Product / Service attributes +

Function

Quality

Price

Perceived
Image + Relationship

Time

Safety
Return rate
Value for $
Delivery
Service
Performance
Innovative
Meeting schedule
Cost reduction Quality of personal Cost reduction
Production Quality
Awareness
Error rate

52

Brand Name
Company
Management
Staff
Building
Advertising
Market share

Responsiveness
Convenience
Personal advisor
Knowledge
Flexibility
Contractual
Team spirit
Availability

SAMIR HANAFY, P.ENG

SAMIR HANAFY, P.ENG

53

(EQA) European Quality Award

EFQM Model for Business Excellence
EFQM =European Foundation for Quality Management

Management
90 points 9 %
Leadership
100 points
10 %

Policy/Strategy
80 points 8 %
Resources
90 points 9 %

Enablers 500 points (50 %)

54

People
satisfaction
90 points 9 %
Process
140 points
14%

Customer
satisfaction
200 points 20%

Business
Results
150 points
15%

Impact on
Society
60 points 6 %
Results 500 points (50 %)
SAMIR HANAFY, P.ENG

TQM AWARD MALCOLM BALDRIGE 7 POINTS

System
Driver

1-Senior Executive
Leadership (95)*

5- Management of
Process Quality(140)
4-Human Resources
development &
Management(150)
3-Strategic Quality
Planning (60)

6- Quality Business
Results(180)

7-Customer focus
&
Satisfaction(300)

2-Information
& analysis(75)

55

* 1994 Balgdrige Criteria National Institute of Standards

& Technology, total 1000 points

SAMIR HANAFY, P.ENG

Baldrige Guidelines (Customer Focus & Satisfaction)

300 POINTS
How Company interact
& relate to customers
And use information
Gained from customers
To Improve CRM process
responsiveness

1-Customer Expectation
Current & Future(35 PTS)
How Commitments
are Evaluated
& Improved

2-Customer Relationship
Management (65 PTS)

3-Commitment to
Customer (15 PTS)

4- Customer Satisfaction Determination (30 PTS)

5- Customer Satisfaction Results
(85 PTS)
6- Customer Satisfaction Comparison
(70 PTS)
Customer Focus & Satisfaction
1- Customer Expectation Current & Future
2-Customer Relationship Management
3-Commitment to Customer
4- Customer Satisfaction Determination
5- Customer Satisfaction Results
6- Customer Satisfaction Comparisons

(300 PTS)
(35 PTS)
(65 PTS)
(15 PTS)
(30 PTS)
(85 PTS)
(70 PTS)

Each of the Six Items will be classified

In Three dimensions
A- Approach
D- Deployment
R- Results

SAMIR HANAFY, P.ENG

Manage
Operations

2-1

Manage
Customers

2-2

Manage
Innovation

2-3

2-Internal Process Perspectives Cause & Effect

ROIC
Effect

Effect

Alignment
Teamwork
Culture
Leadership

Causes

1-3 Company Organizational Capital

1-2 Company Information Capital

Causes

CRM
IT

Skill
1-1 Company Human Capital
Knowledge
1-Learning & Growth Perspectives Cause & Effect Values
57

SAMIR HANAFY, P.ENG

Internal Business Process Value Chain Perspective

%94
SAMIR HANAFY, P.ENG

58

Balanced Scorecard Concept for efficient

Measurements - Cause & Effect Correlation
ROCI

+
Financial

GOP

- +

Less operating Expenses

More Return On Capital
Invested

Operation
Expenses

+
Customer

CUSTOMER

Customer
Satisfaction

+ PROCESS

Internal
Business Process

Learning &
Growth
59

Rework
(Quality)

Employee
Morale

HR

Employee
Suggestions
SAMIR HANAFY, P.ENG

Key Elements of Quality in a Company

$$$$
Customer + Process + HR

The Three

The 3 Key Elements of Quality

9 Customer
9 HR
9 Process

CUSTOMER

Concept of Quality
9 Process measure Efficiency (Y)
9CTQ
Attribute most important to customer

9 Defects

What customer sees and feels

9Stability
Predictable(Y) what customer
sees and feels (produce consistent results)

HR

PROCESS
Measure
Efficiency

Process
outcome

= (X)

Our HR, should look at our Processes from Customer Prospective

from the outside in (Attributes that influence Customer perception)

Attribute: performance, reliability, Price, on time delivery, transaction, service,..

60

SAMIR HANAFY, P.ENG

Human Brain 10,000,000,000 cells work at rate 10000 bits/s

Conscious & Subconscious Level
The Power of subconscious level in achieving goals (SMART)
If we think we can, or think we cant .. were right
We always have attitudes toward what we can do or cant do.
Whatever you picture will happen, has a strong potentiality of happening.
LH Brain
IQ
Logic
Practical
Analytical
Objective
Science
Detail
task oriented
Judgment

Receive
Information

Creative
Thinking

Process
Information

Response
ability

RH Brain
EI
Concept Sensitive
Organize Compare Solution
Emotion
feeling
Thoughts Thoughts Thoughts Thoughts
Intuition
Artistic
Subconscious
Subjective
Process
Imagination
Flexible
Creative
Body
Action Behavior
Ideas
Visionary
Language

We only use 10% of our brain consciously,90% of our

brain works subconsciously.
61

SAMIR HANAFY, P.ENG

No Guessing- How we will Measure Success

Visible Leadership

LEADERSHIP
Empowerment

Competence

Invisible Leadership

Rewards

Marketplace
Mission
SERVICE Communication

Trust

VISION

Performance

STRATEGY
MANAGEMENT
System
Structure
Control
CHARACTER
TEAMWORK

No Guessing- Communicating Do you Know what I mean?

Mind Set

62

Attitude

Perception

Behaviors

SAMIR HANAFY, P.ENG

Management Competency Profile Model

The job- specific Knowledge
Required to perform the role
effectively

The job- specific Skills

Required to perform the role
effectively

- Industry Knowledge
- Subject Matter Expert
- Customer Knowledge
Knowledge
- Product Knowledge
- Company Knowledge

Skill

- Negotiation Skills
- Relationship Mgt Skills
- Project Mgt Skills
- Change Mgt Skills
- Business Skills

Values/ Attitude
The general Values and
Behaviors Required to
Perform the role Effectively

- Result Oriented
- Team Player
- Customer Partnerships

1-Identifies the job family that determine Strategic success (periodicity,quality)

2-HR defines the requirement of these jobs (Job profiling / Competency profiling)
3-Competency profiling will be reference point for recruiting, hiring,training& Development

63

SAMIR HANAFY, P.ENG

Self Awareness

&

Perceptual Accuracy

Performance Appraisal and its Effect in Leadership Maturity

Effect

Cause
Performance Appraisal

100 %

Leadership Maturity

Distorted
Perception

Self
Awareness

100 %

Reality

Perception

Awareness of my feeling

Leadership Maturity & Self-Awareness

Awareness of my feelings about myself plays a major role in the
accuracy of my Perception
64

SAMIR HANAFY, P.ENG

SAMIR HANAFY, P.ENG

65

SAMIR HANAFY, P.ENG

66

SAMIR HANAFY, P.ENG

67

Measuring Intangible HR (Opportunity)

Hiring Cost?
Agencies
Company Time
Opportunity Cost?
If cost down
Productivity up
How you use
Resulting rewards?
Reputation Down?
Cant keep people.
Harder to hire with
Bad reputation for
Retaining people?
More non value
added paperwork?
It costs to move
people in and out the
Company

Less Productivity?
Lower % of experienced workers
Less flexibility in job switching
Higher error rate?

High
Turnover

Less customer satisfaction?

Im always dealing
with someone different
Higher cost of
temporary help?

More accident?

Training Cost?
Time for new people
Time of the trainers
Loss of production

BSC and Strategy

Pg 8
Pg 20

M-1 Day 1

M-2 Day 1

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96
Pg 102

M-6 Day 5
M-7 Day 5

M = Module

SAMIR HANAFY, P.ENG

69

 Strategy Focused Organization

-1
-2
-3
-4
-5 Change Management

---------------

= Describe the Strategy + Manage Strategy

)=(MAP- 2ND component) +(BSC-3RD component

Breakthrough Result
)(1ST component

)You cant Manage (3) what you cant measure (2

)You cant Measure what you cant describe (1
!!!!!!!!!!!!You dont Value what you dont measure

Breakthrough Result Strategy Map BSC+Strategy Focused Organization


-

-

SAMIR HANAFY, P.ENG

71

What is a Balanced Scorecard

-

:-

SAMIR HANAFY, P.ENG

72

SAMIR HANAFY, P.ENG

73

74

Performance Centered Training Changing Mindset

Trainee Centered Teaching (Trainee Focus)
Traditional Training

Company
Strategy
&
Balanced
Scorecard

Department
Balanced
Scorecard

Processes
& activities

Job
Job
Output
Responsibility
Requirement

Knowledge
Skill
Attitudes

Performance Centered Training

Effective Training
Company
Strategy &
Balanced
Scorecard

75

Department
Balanced
Scorecard

Processes
& activities

Job
Output
Requirement

Job
Responsibility

Knowledge
Skill
Attitudes

SAMIR HANAFY, P.ENG

- Vital Few Initiatives- Quality Fitting together

SAMIR HANAFY, P.ENG

76



& - - :
Vital few Initiatives
Process Management
Voice of the Customer
Balanced Scorecards
Strategic Planning

Process: Plan - Implement - Monitor & Assess

-
-

)(

SAMIR HANAFY, P.ENG

Vital
Few
Initiatives

77

- Please

Arrange, Cause, Effect Leading, lagging,

Financial.
Cost Control
ROIC
Customer
Pricing & Competition
New product/ new outlet
Product range Development
Internal Process
2005 Sales Forecast
Production Process
2005 Action Plan
Media Plan
Marketing Budget
HR Learning and Growth
Employee satisfaction
TO Ratio
Training

Strategy
78

Cause,
Effect
Leading
, lagging
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Objectives

Measures

Target
Indicators

Action
Plan
SAMIR HANAFY, P.ENG

Please rearrange the following departmental activities

(Internal Supplier & Internal Customer) until reaching to External Customer Box

1- Production
2-Sales
3- Marketing
4- Finance
5- Maintenance
6- HR
7- Purchasing

Who is your Internal Customer?

The output of your activities
Where do you get the input of your
Activities (Supplier)?
All of us have suppliers & Customers.

Types of Customers

External

Internal

Repeat customers

Secondary customer

Referred customer

Born again customer

(long time dispute)

Prospecting

External
Customer

Did you ever ask your internal customer if he is satisfied ?

79

SAMIR HANAFY, P.ENG

Please arrange the Strategic Plan for your section

Production, Sales, Marketing, Finance, Maintenance, HR,
Purchasing, .
Financial Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ---------------------------------------------------------------------Customer Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ---------------------------------------------------------------------Internal Process Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ---------------------------------------------------------------------HR Learning and Growth Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ----------------------------------------------------------------------

80

SAMIR HANAFY, P.ENG

BSC and Strategy

Pg 8
Pg 20

M-1 Day 1

M-2 Day 1

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96
Pg 102

M-6 Day 5
M-7 Day 5

M = Module

SAMIR HANAFY, P.ENG

81

The BSC Planning Phase

Step 1 Develop Objectives for BSC
Step 2 Determine the appropriate Organization Unit (BSC Pilot)
Step 3 Gain Executive Sponsorship
Step 4 Build your BSC Team
Step 5 Formulate your Project Plan
Step 6 Develop Communication Plan for BSC Project.

Tangible

82

Intangible

SAMIR HANAFY, P.ENG

The Developing Phase

Cascading Balanced Scorecards

Step 1
The organizational
Scorecards defines
overall strategic
priorities and context

Step 3
Each Business units and
departments develop BSC
to support internal
customers

83

Step 2
Each strategy develops
a long range plan and
Balanced scorecard
consistent with strategy

Project and Team members

Step 4
Projects & Teams
members develop BSC
consistent with
company strategy

SAMIR HANAFY, P.ENG

Using Balanced Scorecards to Find Background Information

Financial

Customer

Annual reports
Performance reports
Analysis reports
Trade Magazines
Benchmarking reports

Internal Process
-

84

Operational Reports
Manufacturing Reports
Competitor Data
Trade Magazines
Benchmarking reports
Consulting Studies
Project Plans

Mission, Values
Vision and Strategy
- Mission
- Values
- Vision statement
- Strategic Plan
- Organization Profile
- Consulting Studies
- Project Plans

Marketing Department
Trade Magazines
Consulting Studies
Project Plans
Strategic Plan
Performance reports

Employee Learning
And Growth
- HR Data
- Trade Magazines
- Core values
- Benchmarking reports
- Consulting Studies
SAMIR HANAFY, P.ENG

Cascading BSC Objectives into specific Team Objectives

Corporate Scorecard
Perspective Objective Measure Target
Customer

Move
Customer
beyond
Loyalty
Customer
satisfaction

75 %

Customer Service CS/M Scorecard

Perspective Objective Measure Target
Internal
Customer

Move
Redesign
beyond Customer
Customer Processes
satisfaction & services

CS/M IT Scorecard
Perspective Objective Measure Target
Provide
Internal
Service
effective
500
Processes
Support
desktop
request
Support Completed
To CS/M

85

SAMIR HANAFY, P.ENG

Linking Balanced Scorecards to Budgeting

Financial
Perspective

Mission,Values
Vision & Strategy

Customer
Perspective

Internal
Process
Perspective
Employee
Learning &
Growth
Perspective

Objectives, Measures,
& Targets

Balanced Scorecards
Balanced Scorecards Drive Budgets

Cascade balanced Scorecards

Operating & Capital

Budgets

Investment necessary to support the

achievement of balanced Scorecards
Targets across the organization
Drive the budget process

86

Business units and Departments develop

balanced Scorecards based on influencing
High- level objectives
SAMIR HANAFY, P.ENG

Linking Balanced Scorecard to Budgeting

Financial
Prospective
Mission,Values
Vision & Strategy
Customer
Perspective

Balanced scorecards drive budget

Internal
Process
perspective

Employee
Learning &
Growth
perspective

Objective Measure
& Targets

Cascading Balanced Scorecards

Operating
and capital
Budget

87

SAMIR HANAFY, P.ENG

Balanced Scorecard Framework- Strategy Focus

Achieve Vision
& Strategy
Objectives

Financial If we Succeed , How will we Measures

Growth look Financially to Shareholders? Targets
Achieved

Customer
Value Focus

Internal Process
Excellence

HR Learning
& Growth

88

To Achieve Our Vision, How much

We should Sell & Produce?

To Satisfy our Customers , Our shareholders

What is our Value Proposition to the Customer ?

Objectives
Measures
Targets
Achieved

To achieve our Vision ,What is our internal Process Must

Excel at ? and Procedures we have to continually
improve To be competitive in the market?

To achieve our Vision ,How must our people

Learn, Communicate,and work together
or Improve?

Objectives
Measures
Targets
Achieved

Objectives
Measures
Targets
Achieved

SAMIR HANAFY, P.ENG

Balanced Scorecards translates Mission,Values,Vision and

Strategy

Mission
Values
Vision
Strategy

89

Balanced Scorecard

Why we exist
Guiding principles
Word pictures of the future
Differentiating activities

HR Competencies
Efficient Process
Customer Value Proposition
Leading to financial returns
SAMIR HANAFY, P.ENG

Value creation through Strategy

Value Creation

90

Growth
Build
Customer
Loyalty
Manage
Cost
Develop
Employee
Commitment

Financial

Effect

Cause

Effect

Internal
Processes

Cause
Effect

Learning
& Growth

Cause

Customer

SAMIR HANAFY, P.ENG

Value creation through Cause/Effect Linkage

Objectives

Value Creation

Financial

Customer

Build the
Business
Develop
Customer
Loyalty

Internal
Process

Improve
Knowledge of
customers

Employee
Learning
& Growth

Increase
Employee
Productivity

91

Measures
Lag Measure

Lead Measure

Growth
Revenue
Customer
Loyalty

Hours Spent with Customers

Solution offered to customers
System downtime

Addition IT
Solution

Learning
& Growth

Solution to ease system use

Training results
PDP Goals completed
SAMIR HANAFY, P.ENG

Vision

etc.
SAMIR HANAFY, P.ENG

92

Balanced Scorecard for strategic HR- Contribution

example: HR-Contribution

Visio

SAMIR HANAFY, P.ENG

93

Vision

Strategy

Strategy Map

Balanced Scorecard

Target & Initiatives

Personal Objectives Appraisal

95

Strategic Outcomes (Satisfied Stockholders,

Delighted Customers
Efficient Process & Motivated workforce)

Company Perspective Performance Measure

Financial

GOP, Return on investment and economic value added

Customer

Satisfaction, retention, market, and market share

Internal Business Processes

Quality, response time, cost, and new product introductions

Learning & Growth

Employee satisfaction and information system availability

96

SAMIR HANAFY, P.ENG

BSC and Strategy

Pg 8
Pg 20

M-1 Day 1

M-2 Day 1

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96
Pg 102

M-6 Day 5
M-7 Day 5

M = Module

SAMIR HANAFY, P.ENG

97

)BSC Objectives ( Reduce operating Costs

) (

Mechanical Aptitude
Change over Time
Standard
Actual

SAMIR HANAFY, P.ENG

) (

88
84
80
76
72

98

Customer Perspective- Core Measure

Market Share
Proportion of business in
given market
- # customers - $ spent
- # unit sold - Volume Sold

Customer Acquisition
Rate of business
attracting New Customers
or new business
- # new customers
- # new business ,brand

Customer Profitability
Net profit of a customer or segment
after allowing expenses to support
customers

Customer Retention
The rate business unit
Retain Or maintain
ongoing relations
With customers

Customer Satisfaction

99

Measure satisfaction level

of customers Along specific Customers
Profitable
performance criteria
within value proposition
Target segment
Retain
Untargeted segment Monitor

Unprofitable
Transform
Eliminate

Translating the Balanced Scorecard

Into Objectives and Measures (Putting it together)
Mission and Core Values

Provide excellent product to La Poire Shops

world class product, providing
quality services product
S1:Become more customer-driven
S2:Reduce cost in production process

Objectives(O1,O2,

O3)

What Strategy must be achieved

Critical to Success

Measures(M)

How strategic success

Is measured and tracked
S1:O1-M1 0% on time delivery
S1:O2-M1 0% defective product
S1:O3-M1 0% defective shipment

Targets(T)

S1:O1-M1-T1 100% in 2007

S1:O2-M1-T1 2% improvement
S1:O3-M1 T1 0% in 2006

How success will be measured & tracked

Financial
Customers Internal
Employee
Processes Learning & G

Performance Indicators

Initiatives(I)
100

What we must do well in

Order to implement our strategy
S1:O1-Assure timely delivery (shops)
S1:O2-Raise Quality level (customer)
S1:O3-Reduce cycle time(Internal)

Key Action Programs required to achieve objectives

S1:I1 Reengineer delivery Process

S1:I2 Quality Training
SAMIR HANAFY, P.ENG

F1

F2

F3

C1

C2
C
C3

P1

P2

P3

P4

P5

HR1

HR2

HR3

SAMIR HANAFY, P.ENG

HR

101

)Balanced Scorecard Components (Relation & Linking

Initiatives
Objectives
Measure
Target

10%
40%
50%

95%

2005- 15 %
2006- 50 %
2007- 60 %

90 %

Action Plan
Initiatives
SAMIR HANAFY, P.ENG

Target
Indicators

Measures

Objectives

Strategy

102

BSC and Strategy

Pg 8
Pg 20

M-1 Day 1

M-2 Day 1

Pg 43

M-3 Day 2

Pg 68

M-4 Day 3

Pg 80

M-5 Day 4

Pg 96
Pg 102

BSC and Strategy Implementation

SAMIR HANAFY, P.ENG

M-6 Day 5
M-7 Day 5

M = Module

103

Strategy , Mission Statement & BSC

Strategy is a Series of Assumptions, Questions, What If? Cause and Effect Logic

)(
) ( )(

.........

Mission
Strategy

BSC

 Customer

Internal Business Process

Vision
Mission
Strategy

Innovation & Growth

Financial


Stockholders

SAMIR HANAFY, P.ENG

106

108

SAMIR HANAFY, P.ENG


What you can measure, you can Manage
Structure

System

People

Change
Management

) (

Data

Information

Knowledge

E=MC2

Decision

Cascading Company Objectives into specific Team Objectives

Strategic Objectives
Financial
Perspective

Customer
Perspective

Internal
Perspective

: Control Store costs

Control Store Costs

-Reduce paint Cost

- Design easy assembly fixture
-Reduce energy consumption

:Customer partnership

Customer partnerships

-Develop joint group focus program

- Communicate re-construction issues
-Field visits with recent opened stores
- Have all members work in the store

:Production excellence
Production excellence

-Supply chain management

- Write recipe & Production Process
- Identify cost savings

Learning &
Growth

110

: Optimize H.R
Optimize people resources
-Promote cross training
- Design easy assembly fixture
-Work in different store

Measure :
:Cost per Division
Team Measures
- Current wall covering
compared to
paint alternative
- Cost of fixtures
- Utility cost

: cooperative efforts
Team Measures

- Light fixtures cost

- Customer feedback
- Number of trips with division
- All members work in the store

:time/Quality & Cost

Team Measures

- Contract schedule vs. plan

- Documented cost saving
- Utility cost

% of # of qualified H.R
Team Measures

- number of cross training assignments

- Assignments in different stores

Strategy Map- Financial Prospective

Increase On Capital Employed- ROCE
Revenue Growth Strategy

Productivity Strategy

New Source
of Revenue

Increase
Customer
Profitability
new Product

Become
Industry Cost
Leader

ROCE
Net Margin
vs.Industry

Volume vs.
Industry
Brand Ratio

Cash Expense
Cost/Unit (vr.
industry)

Cash Flow

Strategy Map- Customer Prospective

Basic Delight the customer

Cleanliness
Safety
Speedy
Quality
Purchase
Speedy
Trust

Friendly
Helpful
Employees

Mystery shopper Rating

Market Share of Segment

111

Maximize
Use of
Existing Assets

Recognize
Loyalty

Win Win Distributor Relations

Friendly
Helpful
Employee

Call CTR
CRM

Distributor Profit Growth

Distributor Satisfaction
SAMIR HANAFY, P.ENG

HR Strategy Map
F2

Financial
perspective
Customer
perspective

C1

F1

Increase Company
Shareholder Value
F3

Enable ROI
Growth
C2

Know the
Business

Be trusted
& Business
Partner

Internal
Process
perspective

Hire Employees
Who can serve
customers
Recruit the best

Learning &
Growth
perspective
112

L1

Increase Company
TO ratio
Drive Performance
& HR Development
Drive High Performance
Culture

Know Company
Business

L2

C4

C3

Support Culture
for success

Provide Quality
Programs

Company Employees

Business Partners

Hire talent
people

Maximize ROI
Per Employee

Challenge company
Empower & Motivat
Employee to
workforce
performance appraisal
Connect Company
Performance to Pay
Communicate Strategy

Commit to
Everyone
success

L3

Provide innovative
cost effective
services
Provide Quality Service

Drive
Continuous
Improvement

SAMIR HANAFY, P.ENG

BSC and Strategy

M-1 Day 1

M-2 Day 1

Pg
Pg
Pg

M-3 Day 2

Pg

M-4 Day 3

Pg

M-5 Day 4

Pg 96

Pg 102

Pg 109

SAMIR HANAFY, P.ENG

BSC and Strategy Implementation

M-6 Day 5
M-7 Day 5

M = Module

113

Signs that you may need a new Performance Measure

Please indicate Yes/No (Y/N)

Y/N
Performance is acceptable on all dimension except profit
(Quality Issues)
Customers dont buy even when prices are competitive
No one notices when performance measurement arent
produced
No investment in in long term value creating activities
You havent change your measures for a long time
Recently you have changed your Strategy

114

Time
For
New
Performance
Measurement
System
BSC
SAMIR HANAFY, P.ENG

RATIONALE FOR BALANCED SCORECARD

New
leadership

Aligning

Improvement

initiatives

Clarifying
Current
strategy

Setting
New
target

New
Organizational

strategy

Financial

Customer

Internal
processes

Business
crises
Communication

&
Education

115

Employee
Learning &
Growth

Aligning
Employee
goals

SAMIR HANAFY, P.ENG

7 Criteria for starting Balanced Scorecard

Strategy
Sponsorship

Need

Support
Of
participant

Scope
Financial

Data

116

Customer

Internal
processes

Employee
Learning &
Growth

Resources

SAMIR HANAFY, P.ENG

7 Criteria Score for starting Balanced Scorecard

Criteria Score
Strategy
Sponsor
Need
Support
Scope
Data
Resources

Total

10
9
5
7
8
4
4

Weight
30%
30%
15%
10%
5%
5%
5%

100%

Total points

Rational

3
Org has started new strategic plan
2.7 VP has worked with BSC before joining
.75
Result has been good Restricting forces
.7
Many energetic mgrs will implement approach
.4
Org produces, markets,sells variety of products
.2
Despite success no good system in the past
.2
Org understaffed has difficulty finding staff

7.95

Overall assessment of 7.95 out of 10 is an excellent candidate Organization for

The Balanced scorecard

117

SAMIR HANAFY, P.ENG

SAMIR HANAFY, P.ENG

Plan
Do
Check
Act

-1
-2
-3
-4

-1
-2
-3
-4
) - -(----
-5


-6

118

Who should Manage the Strategic Management System

Director of Strategic Planning ?
Manage the Strategic Planning Process

Clarify &
translate
Vision And
Strategy
Director of
Communication
Human
Resources?
&
Manage the
Linking
Goal setting &
reward process

Balanced
Scorecard

Strategic
Feedback
And Learning

Planning
& Target
Setting

IT Officer?
Manage the
Strategic
databases &
executive
information
system

Chief Financial Officer?

Manage the capital and annual
Budgeting and reporting process

119

SAMIR HANAFY, P.ENG

Elements required to implement Successful Change

Vision
Vision

Skills
Skills

Incentives
Incentives

Resources
Resources

Action
ActionPlan
Plan

Skills
Skills

Incentives
Incentives

Resources
Resources

Action
ActionPlan
Plan

Confusion

Incentives
Incentives

Resources
Resources

Action
ActionPlan
Plan

Anxiety

Resources
Resources

Action
ActionPlan
Plan

Little
Change

Action
ActionPlan
Plan

Frustration

Vision
Vision
Vision
Vision

Skills
Skills

Vision
Vision

Skills
Skills

Incentives
Incentives

Vision
Vision

Skills
Skills

Incentives
Incentives

Resources
Resources

Change
Change

False Starts

12 Paradigm Shift in Change Management

1-Control Management
2-Individual Decisions
3-Individual work
4-Task focused
5-Expert in one field
6-Threats & Fear
7-One right way
8-Record Keeping
9-Hierarchy
10-Unstated Value & Vision
11-Tough on people
12-Profit only (Not Balanced)

121

Commitment Leadership
Collaboration
Team work
Process/ Customer Focus
Knowledge & Learning Organization
Commitment & Participation
Continues Improvements
Scorecard & Achievements
Flat & Flexible structure
Shared Values & Vision
Tough on competition
Innovation & Wealth creating

SAMIR HANAFY, P.ENG

Why worry about business change?

Resistance
to change
Sponsors support
in public but not in
private

Key staff not

available

Unrealistic
timescales, business
cant cope

Repeat past
mistakes

Solution is not
adopted, not
invented here
To be is not
achieved

Lack of
ownership

Project takes
longer and
costs more

Lack of enthusiasm
and support from the
business

Confusion and
mixed messages,
criticism, the
rumour mill

Project not properly

planned or resourced

Staff not properly trained or

educated, performance
worsens

Addressing the issue of Business Change

correctly will significantly increase the
likelihood of success and delivery
of benefit

Nobody takes
responsibility

Mindset: The Leverage for Transformation

Fundamental
Assumption
About Reality

Environmental Forces
Marketplace
Requirements

Marketplace
Success Attained

Business
Imperatives

Business
Imperatives Achieved

of
ge
an
Ch

Leaders & Employees

Behaviors Changes

Breakthrough
in Leader
And Employee
Mindset

of
se

rs
ive

Leaders &
Employees Behaviors

Ca
u

Dr

Culture
Shifts

Th
e

e
Th

Cultural
Imperatives

Ch
an
ge

Organizations Content
Changes Implemented
Successfully

Organizational
Imperatives

Environmental Forces
Social, Economics, Political, Government
Technology, Demographic,Legal & Natural

123

Environmental Forces
Responded to effectively

SAMIR HANAFY, P.ENG

Critical Success Factors CSFs

Business
Process
Framework
Quantifiable
Measures
& Results
Incentives
&
Performance
Accountability

Committed
Leadership

Customer
And
Market
Network
Strategy
Integration

Team Leaders

124

SAMIR HANAFY, P.ENG

The success of Company Transformation is dependent on commitment

and clear direction

Committed and aligned senior

management

Plan proper communication

throughout Teams

125

Clear case for change and

common Strategy

Involve key stakeholders and

special interest groups

Surface and manage resistance to

change

Re-align organisation structure,

performance and reward systems

SAMIR HANAFY, P.ENG

Eight Most Common Risk

HR Competency
& Training
Customers Knowledge
Employee Motivation

Poor
Communication
In complex contract
type

Poor
Commitment
126

Poor
Teamwork
Politics
& Resources

Eight
Most Common
Risk

Cultural Issues
underestimating

Unclear goals
, Objectives
& Strategy

Unresolved
Resistance
To Change

 ) 1 4(
.1
.2
.3
.4
.5
.6
.7
.8
.9
.10
.11
.12
.13
.14
.15
.16
.17
.18
.19
.20
.21

4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321
4321

64

Developing A Leadership Mind-Set.

1-Give an example of what your global competitive environment Looks like ?
--------------------------------------------------------------------------------------------------------------------------------------------------2-Name three moves that your competitors have made during last three years
? -------------------------------------------------------------------------------------------------------------------------------------------------------------3- Name three moves that you have done to your competitors during the same
period ? -------------------------------------------------------------------------------------------------------------------------------------------------------------4-Give two examples of how your competitors might attack you in the near
future ?---------------------------------------------------------------------------------------------------------------------------------------------------------------5- Give two examples of how you might put your competitors on the defensive
in the next two years ? -------------------------------------------------------------------------------------------------------------------------------------------------128

SAMIR HANAFY, P.ENG

EXERCISE : Force Field Analysis On Implementing Strategy, The Quality

Process of Balanced Scorecards
Direction :
Divide into 4 Groups and have one of the member as a leader .
Select one of the Change issue listed below or use one of your own
Follow the Force Field analysis Guidelines
Use the Worksheet on next page to complete your analysis
Change Issues:
1- Currently your Performance appraisal forms are filled out by only 60%
of your Managers .you want to increase this by 100 % within 12 Months.
2- You presently receive 15 customers complains a month . You want to
reduce it this to 5 complains within 3 month.
3- You want to introduce a new problem solving Skills program into the
company. You want a 95% attendance rate at the training sessions. In the
past the attendance rate has been 85% .
4- The defect rate is currently 12 pieces for every 100 pieces made.
You want to cut this in half.

129

SAMIR HANAFY, P.ENG

Force Field Analysis Exercise Sheet

Driving Force

Current Level
of group Performance

Increase pressure
Forces To Change)
130

Resistance Force

Desired Level
of group Performance

Decrease Resistance
Forces To Change)
SAMIR HANAFY, P.ENG

131

SAMIR HANAFY, P.ENG

BSC

BSC


What you can measure, you can Manage
Measure

Metrics

Indicators

Performance Measure
Business Planning

Strategic Thinking

Are we doing Things Right?

Are we doing The Right Things?

Input

Process

Output

Outcome

Performance
Measure