Five Key Principles of Corporate Performance Management (CPM) – A Best Seller

Award Winning Executive Shares Leading Edge Research and Case Study

Bob Paladino, CPA, MBA

Bob Paladino, Managing Partner Bob Paladino & Associates, LLC 2543 Washington Road – Suite 910 Pittsburgh, PA 15241 978-857-6766 Fax 412-220-2454 Email: bobpaladino@paladinoassociates.com Visit our website www.paladinoassociates.com

Bob Paladino & Associates, LLC

Introductions, About the Speaker
Led Kaplan & Norton CPM /Balanced Scorecard Consulting Practice Directed Crown Castle International’s CPM program as SVP Global Performance in the CEO Office; Crown
Won Kaplan & Norton’s Balanced Scorecard Hall of Fame Award Earned APQC’s Best Practice Partner Award WSJ Ranked Crown Top 20 Most Improved Company on Shareholder Score Board

Launched CPM Implementation Consulting & Training Firm Author – Five Key Principles of CPM

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC The Firm - Services and Service Partners
Consulting and Training Services Strategic Planning Planning & Budgeting Balanced Scorecard Benchmarking Process Improvement Six Sigma Green Belt Knowledge Management
(APQC) American Strategic Management Institute (ASMI) Balanced Scorecard Collaborative (BSCol) Better Management Inc. Business Budget Roundtable (BBRT) Center for Advanced Manufacturing International (CAM-I) Conference Board Harvard Business School (HBS) Press Institute of Management Accountants (IMA) Motorola University - Six Sigma

Service Partners
American Productivity & Quality Center

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Starting a New Executive Role….
In 2002, CEO Crown Castle International invited me to establish a Global Performance Office to direct global CPM efforts…. I had many questions: What are best practices for this new function? How did winning companies organize themselves? What are their core competencies? How did they achieve frame-breaking results? Many more questions……. so it was time to study the winners

“Only the fool learns from his own mistakes, the wise man learns from the mistakes of others.” - Otto von Bismarck
Bob Paladino & Associates, LLC

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© Copyright 2007 Bob Paladino & Associates, LLC

...Against a Challenging Landscape….
The Telecom meltdown had begun, Crown customers were starting to consolidate and capital markets were contracting. Booz Allen Hamilton - reported “European and North American CEOs topped the list of involuntary exits.” Fortune - “If making the Fortune 100 best lists is an enormous accomplishment, consider how tough it is to repeat the feat every single year. Just 22 companies have appeared on our list every year since its 1998 inception.” The turnover is staggering. Kaplan & Norton – “9 out of 10 Companies Fail to Implement Their Business Strategies” HR Magazine – “Executives are expected to demonstrate results faster than ever before; CEO, CFO, COO, and CIO turnover has accelerated rapidly in the past few years”

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

…Posed the Question…..
“What do Malcolm Baldrige Quality Award, Global Balanced Scorecard Hall of Fame Award, Sterling Award, Deming Award, Fortune 100 Best Company Award and APQC Award winning enterprises all have in common?”

“Man’s mind, stretched to a new idea, never goes back to its original dimensions” – Oliver Wendell Holmes

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

...Commenced Research on Winning Organizations….
Participated with executives and leaders from dozens of leading organizations that included Balanced Scorecard Hall of Fame, Baldrige, Sterling, Fortune, and APQC Best Practice Partner Award winners; research projects and clients included: Commercial Performance Management Consortia Best Practice Project Government Performance Management Consortia Best Practice Study Project Kaplan and Norton’s Office of Strategic Management Study (OSM) Group Customer Relationship Management (CRM) Consortia Best Practice Study Project Knowledge Management (KM) Consortia Best Practice Study Project Best Practice Sharing Consortia Study Project Numerous high performing companies and divisions
Bob Paladino & Associates, LLC

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© Copyright 2007 Bob Paladino & Associates, LLC

…. Gained Exposure to Top Leadership Thinking…
National Malcolm Baldrige Quality Award winners who have out performed their peers in many performance categories including Medrad, Boeing, Bronson Methodist, Motorola, and City of Coral Springs Florida (Sterling State Award). American Quality & Productivity Center (APQC) Best Practice Partner Award winners including Hilton Hotels, TVA, Bank of America, Jet Blue, Saturn, American Red Cross, Florida Department of Health, and LL Bean. Global Balanced Scorecard Hall of Fame Award winners including U.S. Army, Crown Castle International, Canon, Ricoh, Royal Canadian Mounted Police (RCMP), Serono, Tennessee Valley Authority (TVA), and KeyCorp. High Performing Enterprises including Marriott, Raytheon, Siemens, Sprint Nextel, Anheuser Busch, First Energy, Hearst Publications, LB Foster, Bonneville Power Administration (BPA), Federal Reserve Bank, and M7 Aerospace.

Book Royalties Will be Shared to Fund Tower of Voices Flight 93 Memorial

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

…. Learned “5 Key Principle” Organizations Demonstrate Consistent Winning with Multiple Recognitions.
Balanced Scorecard Global Hall of Fame Award (Kaplan & Norton) APQC Best Practice Award U.S. President Malcolm Baldrige National Quality Award Governor Sterling Quality Award Deming Award Fortune 100 Best Companies to Work For Award

Enterprise (alphabetical order)
American Red Cross Bronson Methodist Hospital City of Coral Springs Crown Castle International Florida Dept of Health Hearst Publications (Houston Chronicle) KeyCorp LB Foster Company Medrad Raytheon Ricoh Serono International Sprint Nextel Tennessee Valley Authority

2 times

3 times

2 times

2 times Forbes Award

“I'm against a homogenized society, because I want the cream to rise.”

- Robert Frost

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

The Winners Circle

Book Royalties Will be Shared to Fund Flight 93 Memorial
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

A Great Deal of Interest in CPM #1 of 1,621 Management & Leadership Titles

Royalties Will be Shared to Fund Flight 93 Memorial
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

“Five Key Principles” Containing Over 30 Best Practices Provides the Framework to Accelerate Performance

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 1: Establish and Deploy CPM Office and Officer–
Bronson Book Case Study

“Paladino [Bob] effectively leverages his considerable knowledge and experience as a management consultant and chief performance officer at Crown Castle to produce a compelling case for a Corporate Performance Management office. The CPM office becomes the focal point for translating strategic intent to operational actions. The concept is enriched by the book’s excellent examples from both private and public sector organizations.” - Dr. Robert S. Kaplan, Harvard Business School; Co-Developer of Balanced Scorecard, Strategy Focused Organization, and Activity-Based Costing
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

About Bronson Methodist Hospital

Bronson stands out in the Health Care Sector with numerous awards:
Malcolm Baldrige National Quality Award (2005) Michigan Quality Leadership Award (2001, 2005) 100 Top Hospitals Award (2005). Governor’s Award of Excellence for Improving Care in Hospital Setting (2004, 2005) Governor’s Award of Excellence for Improving Preventive Care in the Ambulatory Care Setting (2005) FORTUNE magazine's "100 Best Companies to Work For" (2004, 2005, 2006) Working Mother’s “100 Best Companies for Working Mothers” (2003, 2004, 2005) VHA Leadership Award for Operational Excellence (2005, 2006) To learn more go to the website www.bronsonhealth.com

Bronson Methodist Hospital is a non-profit medical center:
The hospital is the flagship organization in the Bronson Healthcare Group. Generates $751 million in gross patient revenues. Bronson’s 3,200 employees and 780 medical staff manage more than 77,000 emergency visits and 21,000 admitted patients each year. Providing inpatient and outpatient care from a 28acre urban campus in downtown Kalamazoo, Michigan. Established in 1900, Bronson is a 343-bed stateof-the-art, all-private room facility designed as a peaceful, healing environment.

Michele Serbenski, Executive Director, Corporate Effectiveness & Customer Satisfaction is acknowledged for her contributions to the book case.

Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

About Bronson Methodist Hospital
The Bronson culture is built on a focus and passion for excellence. Its mission to provide excellent healthcare services. This statement reflects what Bronson does and why it exists. The mission, values, commitment to patient care excellence, and philosophy of nursing excellence provide the foundation that supports the organizational strategy, which is illustrated in the vision to be a national leader in healthcare quality and the three Cs of corporate strategies (exhibit ) Bronson’s commitment to excellence begins with the visionary leadership provided by President and CEO, Frank J. Sardone. “Continuously raise the bar” is Sardone’s leadership mantra and a concept that has moved Bronson steadily forward in achievement of its vision to be a national leader in healthcare quality.

“We make a living by what we get, we make a life by what we give.” - Sir Winston Churchill
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 1: Establish and Deploy CPM Office and Officer Best Practice Highlights
Executive Sponsorship. Bronson sponsored CPM Officer at a high level Organizational Level and Reporting Relationship. CPM Office Executive reports to a CEO direct report CPM Office Staff. Small senior team experienced in change programs, full time roles Leadership, Influence Factors. Able to organize large scale virtual teams to drive results in one of more CPM methods (Plan, Do, Check, Act) Ownership of CPM Processes and Methods. Established centralized CPM oversight with senior executives. Executive team owns and directs the Strategic Management Model process enterprise wide Collaborative Maturity. Experienced in working horizontally and vertically through the organization

(A more complete list and examples of best practices exists in the book)
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 2: Refresh & Communicate Strategy

FIVE PRINCIPLES presents guidance for the design, development, and implementation of a strategic planning and control system. Such a system leads toward better strategic decisions, competitive advantage, and increased profitability. Drawing on his profuse knowledge and extensive practical experience, Bob Paladino conveys a lively coverage of essential ideas and examples of ways to improve performance. -Charles T. Horngren, Professor Emeritus, Stanford University, father of Cost Accounting
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 2: Refresh & Communicate StrategyStep by Step
The vision and mission failed promises were it not for the top-level commitment of Bronson staff, who believe in the values and demonstrate them every day to patients. Bronson’s success depends on the ability to achieve the three Cs (below)

“It's not enough that we do our best; sometimes we have to do what's required.” - Sir Winston Churchill
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 2: Refresh & Communicate StrategyStrategic Management Model
Strategic planning at Bronson is a continuous process driven by the mission, values, and vision. Based on Baldrige feedback, the planning process was reevaluated and enhanced, integrating the strategic, financial, human resource, staffing, and education plans into a very robust strategic management model (SMM). The key steps of the SMM and the time frame for executing each step are shown below.

Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 2: Refresh & Communicate StrategyShort and Long Term Goals, Plans, KPIs

Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 2: Refresh & Communicate StrategyBest Practices Highlights
Strategic Planning. Bronson personnel conduct strategic planning to understand changing market conditions including competitor, supplier, rivals, potential entrants, and substitutes in the marketplace. SMM includes a comprehensive SWOT analysis. Strategic Planning. Bronson has effectively linked its philosophy, mission, strategies, and annual plan with its BSC goals and measures, which are cascaded throughout the company. Bronson links strategic, operational, and people plans. Strategic Plan. Bronson produces a comprehensive strategic plan that is updated continuously throughout the year. Core and Adjacent Products and Services. Bronson defines and determines core, adjacent, and new services to focus on highest probabilities for success. Link Strategic Planning and Budgeting Processes. Bronson links strategic planning to the budgeting process to provide for a seamless continuum. Communications Plan. Bronson communicates strategy throughout the organization using a comprehensive communications plan.

(A more complete list and examples of best practices exists in the book)
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 3: Cascade and Manage Strategy

“Bob Paladino’s observations and principles are firmly rooted in the Kaplan/Norton Strategy Focused Organization (SFO) methodology. Bob is to be congratulated for his creative extension of these principles and for the illustrative cases provided. He has successfully walked the tightrope of theory and practice – a good read.” - David P. Norton, Co-Inventor Balanced Scorecard and Strategy Focused Organization Concepts, Boston, Massachusetts
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 3: Cascade & Manage StrategyCascading Scorecard Objectives and Measures
The executive team developed an enhanced strategic plan cascade shown below (left) in an effort to strengthen alignment across the organization. The annual strategic plan, with specific tactics and action plans aligned by the three Cs, is deployed to the organization through this robust cascade Cardiologists cascade below (right) for example.

“When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind. - Lord Kelvin
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 3: Cascade & Manage Strategy- Staff Performance Management System, Alignment to Strategic Objectives
The Staff Performance Management System (SPMS) is designed to support organizationwide expectations of high performance work by all staff. It is the primary mechanism for the achievement of action plans. Seventy percent of individual leader performance is based on achievement of the strategic objectives as measured by the organizational scorecard. The remaining 30 percent is based on individual goals that must also support the strategic plan.

Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 3: Cascade and Manage Strategy Best Practice Highlights
Partner with Business Owners. Partner with business owners including line and staff leadership team members to gain support and influence as partners to help them achieve results. Develop level 1 Balanced Scorecard. Developed an executive level BSC, the highest level in the organization. Leverage Proven BSC or Comparable Methods. Leveraged proven BSC methods including use of the four perspectives and appropriate number of measures. Cascade BSC to Lower Levels. Cascaded the BSC to the lowest levels of the organization including to the individual employee level. Align Support Services. Aligned support services to the corporate BSC objectives and measures. Align Teams and Individual Employees. Defined personal BSCs for teams and/or individuals that align with higher level and support services BSCs. Link Compensation. Align rewards, recognition, and compensation programs to the balanced scorecard. Manage Using Measures. Effectively managed the business using BSC meeting management techniques focused on exception based management. Manage BSC meetings to address the appropriate mix of strategic and operational issues; link these issues with Principle 4 Business Improvement.

(A more complete list and examples of best practices exists in the book)
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 4: Improve Performance

“Lots of organizations are measuring performance, but few succeed in effectively managing performance. This timely book contains time tested insight from leading companies and provides a ‘how-to’ guide for jumpstarting performance improvement initiatives in your organization.” -Carl DeMaio, President and Founder The Performance Institute and American Strategic Management Institute (ASMI)

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 4: Improve Performance Plan, Do, Check, Act (PDCA) Performance Improvement System
Through daily use of the PDCA model, Bronson achieves improvement, learning and innovation. The Focus PDCA model for improvement creates the mechanism for improvement of key processes and continuous organizational learning.
“Measurement without the opportunity to improve is harassment!” - E. Deming (father of quality)
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 4: Improve Performance Improving the Customer Experience: Listening and Learning Methods

Understanding customers and their requirements is essential to achieving success. The Customer Research Program (CRP) and its listening and learning methods are kept current through the PDCA model. Bronson utilizes both qualitative and quantitative listening and learning methods for annual strategic planning as well as monthly reviews by the CASE Strategic oversight teams and the executive team, to determine customer requirements.

“The measure of success is not whether you have a problem to deal with, but whether it’s the same problem you had last year.”- J. F. Dulles
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 4: Improve Performance Improving Customer Relationships, Managing and Resolving Complaints

All employees are empowered and expected to resolve patient complaints 24x7. Employees are oriented, trained, and coached to proactively handle complaints using the service recovery process. The process includes specific steps to acknowledge, apologize, and amend. The individual who receives the complaint assumes responsibility for investigation, follow-up and resolution, according to the detailed steps in the patient complaint management process
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 4: Improve Performance Best Practice Highlights:
Prioritize Improvement Projects. Identify and prioritize strategic and operational initiatives to improve organization’s performance along financial, customer or constituent, process and people dimensions. Leverage Customer Facing Processes . Develop and exercise customer/patient processes to understand and recalibrate processes around changing customer needs. Gather customer and competitor intelligence through the use of regular customer survey, focus groups, call centers, quality function deployment, and related methods and approaches. Leverage Process Improvement Methods. Design and maintain an ongoing process improvement and problem-solving program based on PDCA, root case, and failure modes effects analysis methods and tools to identify and eliminate root causes of issues. Realize Value from Benchmarking Processes. Leverage benchmarking and comparative methods to identify and regularly improve core and support processes. Create a Performance Improvement Culture. Create a virtual community of practice of practitioners to coordinate and optimize improvement efforts enterprise-wide..

(A more complete list and examples of best practices exists in the book)
Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 5: Manage and Leverage Knowledge

“Read this book if you want a practical guide—based on real experience—to take your organization to higher levels of performance.” -Carla O’Dell, President American Productivity and Quality Center (APQC) Global Expert on Knowledge Management
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 5: Manage and Leverage Knowledge, Knowledge Management – A Holistic View
Bronson makes needed data and information both available and accessible to staff, suppliers, partners, and patients through the state-of-the-art IMS. Validation of data availability and accessibility are key elements of the processes that support the IMS. Bronson maintains a computer network of digitally available data for all stakeholders. Access to the network is obtained through locally attached workstations, wirelessenabled devices, and the public Internet. Wireless-enabled laptops and other devices are available for checkout to patients, family members, or physicians so they can remain productive and connected while on our campus. Email is provided to all staff, and is accessible from hospital PCs (including general-purpose “surf stations” for staff that do not use PCs as part of their day-to-day jobs), and is also available via the Bronson wireless network and the Internet. Interactive kiosks, integrated with the public Bronson website, assist patients and visitors with facility maps, service directories, and other information useful while in our facilities. “By three methods we may learn wisdom. First, by reflection, which is noblest; second, by imitation, which is easiest; and third, by experience, which is bitterest.” - Confucious
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 5: Manage and Leverage Knowledge Effective Skill Sharing and Communications
Communication and skill sharing are recognized as being critical to organizational success. A systematic process to facilitate and ensure effective communication, skill sharing, and knowledge transfer has been developed, incorporating formal and informal mechanisms

Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Principle 5: Manage and Leverage Knowledge Best Practice Highlights:
Develop KM Processes. Establish and leverage best practice identification, gathering, and sharing processes and technology solutions Leverage Technology . Partner with the IT function to launch and maintain KM systems. Link KM with Improve Performance Process. Link best practice or knowledge management processes with Principle 4 Improve Performance processes to capture solutions and innovations. Share Best Practices with Strategic Planning. Share best practices with strategic planning processes to better understand core competencies and possible strategic advantages. Maintain a Virtual KM Network. Establish and maintain virtual network of KM experts throughout the enterprise to optimize knowledge and to keep processes evergreen.

(A more complete list and examples of best practices exists in the book) ““Although the last, not least. “ - William Shakespeare

Adapted from “Five Key Principles of Corporate Performance Management” Bob Paladino , Wiley Publishing 2007, All Rights Reserved

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

Five Key Principles of CPM Bridge the Divide and Provide for Strategy Execution

“Bob Paladino has taken a balanced approach of taking all attributes of high performing businesses and turning them from theory to practical application. His book also discusses a step by step approach by using case studies which, if followed, will help organizations get to the maturity level in a timely manner”. -Ashok G. Vadgama, President Center for Advanced Management Institute (CAM-I)”

Contact us for Training and Consulting Expertise

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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

About the Speaker
Firm provides Corporate Performance Management (CPM) consulting services to Fortune 1000 companies. Hall of Fame winning clients; who have been profiled in recent best-selling books; Harvard Business Review; Forbes; & Fortune magazines. Served as VP & Global Consulting Practice Leader for Drs. Kaplan & Norton at the Balanced Scorecard Collaborative in affiliation with Harvard Business School; led winning programs for Balanced Scorecard Hall of Fame Award and APQC’s Best Practice Award. Quoted and published extensively in leading journals; among highest rated speakers at industry and trade events CPA; dual MBA (Finance & Management) from The Wharton Graduate School of Business at the University of Pennsylvania; member of the AICPA and MSCPA.
Managing Partner, Bob Paladino & Associates, LLC bobpaladino@paladinoassociates.com 978-857-6766 Visit our website: www.paladinoassociates.com
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© Copyright 2007 Bob Paladino & Associates, LLC

Bob Paladino & Associates, LLC

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