Balanced Scorecard Pre Read AAI

Balanced Scorecard - AAI
Balanced Scorecard Pre Read
Basic Approach
Mission Vision Strategy - focus areas (Goal) Critical success factors Measurement: The organization scorecard
FINANCIAL GROWTH
How do we deliver value to our shareholders
How do we innovate and improve
OUTPUT
How do we address our customer needs
How well do we run our business processes
CUSTOMER
BUSINESS PROCESSES
INPUT
Scorecard are Performance measures?

Performance measures are the vital signs of an organisation. They quantify how well the activities within a process or the outputs of a process achieve a specified goal.
WHAT GETS MEASURED GETS DONE!!
Balanced scorecards
The Balanced Scorecard
FINANCIAL
To succeed financially, how To succeed financially, how should we appear to our should we appear to our shareholders shareholders
CUSTOMER
To achieve our vision, how To achieve our vision, how should we appear to our should we appear to our customers customers
Vision & Strategy
To satisfy our shareholders To satisfy our shareholders and customers, what business and customers, what business processes must we excel at processes must we excel at
INT ERNAL BUSINESS PROCESSES
The idea behind the Balanced Scorecard is to turn management away from solely focusing on financial aspects, and towards focusing on several areas that influence on the final result. We have outlined four areas of focus through the use of the balanced scorecard: 1.Financial 2.Customer 3.Processes
L EARNING & GROWT H

To achieve our vision, how To achieve our vision, how will we sustain our ability to will we sustain our ability to change & improve change & improve Source: Robert Kaplan and David Norton, The Ba lanced Scorecard.
4.People and Organizational Development
A balanced scorecard is built of a set key performance indicators that takes into consideration the four areas of focus, and reflects the status in areas of the organisation that are crucial when it comes to reaching the overall goals
Building and implementing a Balanced Scorecard

Indicators Critical success factors
Analysis
Targets/Initiatives
Organization Alignment
Corporate Scorecard
Business Line Scorecards
Main goals and strategies
Measurements and reporting
Plans
Department Scorecards
Vision
Results
Job execution
A balanced scorecard is built of a set key performance indicators that takes into consideration the four areas of focus, and reflects the status in areas of the organisation that are crucial when it comes to reaching the overall goals
How well defined are your measures?

Specific Measurable Agreed/ actionable Realistic Time bound
Nine Steps to success

The BSC can be built by utilizing the nine step to success framework, which includes the following: Organization Assessment Business Strategies Objectives Strategy Maps Performance Measure Strategic initiatives Automation Cascaded Evaluation
Balance Score Card Success Stories

Exxon Mobil Cigna Insurance DuPont Hilton Hotels TATA motors Infosys Cognizant Technologies Goodlass Nerolac BHARTI
Cascaded Strategy Maps and Scorecards- Aligning every element

Corporate
Vision
What
How Corporate Plan

Objective
Mobility
Cascade & Linkage
Cascaded Mobility Plan
Objective Measures Targets Initiatives What
Objective (Specific) Measures (Specific)
Initial Balanced Scorecard Development
Measure Targets
How
Initiatives
What
________ Circle
How Circle Plan/BSc
Targets Performance Management System
KR As
AAI Vision
A world without poverty, patriarchy and injustice in which every person enjoys the right to life with dignity.
AAI MISION
To work in solidarity with the poor and excluded in their struggle to eradicate poverty, patriarchy and injustice.
Key Strategic Priorities
Promote Peoples control over resources like land, water, forest, coast, marine resources, minerals, commons and livelihoods Democratization of the society, economy and polity at all levels Women and girls rights are asserted as Human Rights Children are recognized as equal citizens A just, secular, violence free and peaceful society and state Solidarity with struggles and progressive actions beyond local and national boundaries
AAI ORGANIZATION Focus

We would have renewed, nurtured and strengthened our organizational processes, systems and procedures based on the principles of collaboration and delegation of decision making to the point of action. This will be aimed towards building synergies, convergences and transparency. We would have institutionalized action and reflection processes at all levels to build our knowledge base and accountabilities at all levels. We would have strengthened our feminist orientation and our respect for diversities in the organizational cultures and teams. We would have enhanced our team capacities and upgraded team knowledge and skill to cope with new challenges. We would have developed a simpler and enabling organizational structure in order to deliver our strategic priorities. We will also realign our roles to allow optimization of existing potential and ensure greater accountability.
Developing Strategy Road Map
q ORGANIZATIONAL Strategy q ENVIRONMENT ASSESSMENT q FINANCIAL ASSESSMENT q ORGANIZATION ASSESSMENT q STAKEHOLDERS ASSESSMENT q ACTION PLANS q REGIONAL q TEAM SPECIFIC q SUPPORT REQUIREMENTS CRITICAL FACILITATING FACTORS q MEASUREMENT OF SUCCESS
PRE VIEW
http://www.youtube.com/watch?v=AdXt8BfiGJg http://www.youtube.com/watch?v=_N0YkhgQw48
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Balanced Scorecard Pre Read AAI

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