500 mİlyar dolar İhracat hedefİyle 2023’e ......1 s 29 mayıs 2012, 500 mİlyar dolar İhracat...

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500 MİLYAR DOLAR İHRACAT HEDEFİYLE

2023’e GİDERKEN DEĞER YARATMAK VE LİDERLİK

Robert Kaplan Harvard Üniversitesi Baker Vakfı Profesörü

ANKARA 28 Mayıs 2012, Pazartesi

Performans Odaklı Kamu Kuruluşları 2023 Yılında Dünyanın En Büyük 10 Ekonomisinden Biri Olma ve

500 Milyar Dolar İhracat Hedefine Ulaşma Vizyonu Doğrultusunda Kamu Kuruluşlarında

Stratejileri Uygulamaya Aktarma Yetkinliğini Geliştirmek

İSTANBUL 29 Mayıs 2012, Salı

Strateji Odaklı Şirketler Türkiye’nin Uzun Vadeli İddialarının İtici Gücü Olan Özel Sektör Kuruluşlarının

En Tepe Yöneticilerinin Gündemi: Değer Yaratmak, Odaklanmak, Liderlik

Strateji Ofisi Özel Sektörde ve Kamu Kuruluşlarında Değer Üretimi ve Büyüme İçin,

Stratejinin Yönetişiminde (governance) Sorumluluk Üstlenen “Kurmay Ekip”:

Kurumsal ve Bireysel Performansın Mimarları

Turkey’s Economic and Competitive Environment

Turkey, always a key geo-political state at the interface between

Europe and Asia, is now one of the fastest growing and most

vibrant emerging market economies in the world.

On its current trajectory, Turkey could become one of the top 10

economies in the world during the next decade.

As Turkey plays an increasing role in the world’s economic and

political arena, the challenges to its private and public sector

enterprises will increase substantially.

For the private sector, the larger size of the Turkish economy will attract

the attention of the best companies from around the world, increasing

the intensity of competition in the domestic market. And to maintain its

growth path, Turkish companies will have to compete to export into

both emerging and developing markets where other countries’

companies will already be well established.

With established democratic institutions, Turkish citizens will

increasingly expect proven results, performance, and accountability

from public sector agencies. The public sector, like the Turkish

private sector, must find ways to deliver more transparency and

better performance.

Leadership and Office of Strategy

Management Help Companies Execute

their Strategies with Strategy Maps

and Scorecards

Dr. Robert S. Kaplan

Baker Foundation Professor, Harvard Business School

6

1992 2000 1996 2004 1993 2005 2006

A Performance

Measurement

System (The Balanced

Scorecard)

A Performance

Management System (Strategy-Focused

Organizations)

A Strategy Execution

System (Execution Premium)

The Balanced Scorecard has gone through three cycles of evolution.

2008

http://www.amazon.com/gp/product/images/1591396905/ref=dp_image_0/103-5374003-8048646?_encoding=UTF8&n=507846&s=books

7

The Balanced Scorecard: The Central Component in Effective

Strategy Execution Systems

Private Sector Organizations

"If we succeed, how will

we look to our

shareholders?”

"To achieve our vision,

how must we look to

our customers?”

"To satisfy our customers

and shareholders, at which

processes must we excel?”

“How do we align our

intangible assets to

improve critical

processes?”

“How do we have a social

impact with our

citizens/constituents?”

Mission (Customer) Perspective

“To have a social impact and to

attract resources and support, at

which processes must we excel?”

“How do we align our

intangible assets to improve

critical processes?”

“How should we manage and

allocate our resources for

maximum social impact?”

Financial Perspective

Customer Perspective

Process Perspective

Learning & Growth

Process

Learning & Growth

Financial

“How do we attract resources

and authorization for our

mission?”

Support Perspective

Non Profit and Public Sector Organizations

8

Palladium Balanced Scorecard Hall of Fame for Executing Strategy®

By Industry 2000-2011

9

Four Turkish companies have been inducted

into the BSC Hall of Fame in the past five

years as international best-practices

201220112009200820072006 2010

10

The Kaplan-Norton six-stage closed loop management system for

Strategy Execution

Process

Initiative

EXECUTIO

N

1

3

4 5

6

• Mission, Values,

Vision

• Strategy Formulation

DEVELOP THE

STRATEGY

• Strategy Map/Themes

• Measures / Targets

• Initiative Portfolios

• Funding / Stratex

TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning

• Resource capacity plan

• Budgeting

• Profitability Analysis

• Strategy

Correlations

• Emerging Strategies

TEST & ADAPT

• Strategy Reviews

• Operating Reviews

MONITOR & LEARN

2

The First Necessary Enabler for the Strategy Execution System to be

Successful

LEADERSHIP

Leadership: Three Fundamental Processes

1. Establish Direction

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

changes needed to achieve that vision.

2. Align People

Communicate the direction to all employees, create coalitions that

understand the vision and are committed to achieving it.

3. Motivate and Inspire

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

human needs, values and emotions.

Leaders, even when sailing in smooth waters, must anticipate the

dangers that lie ahead

14

“Change before you have to”

Jack Welch

Executing Strategy is Leading Change

The Second Necessary Enabler: An Office of Strategy Management

Coordinates the Six Stage Management System

results

performance

measures

Process

Initiative

EXECUTION

Operating

Plan

performance

measures

results

1

3

4

5

6

DEVELOP

THE

STRATEGY

TRANSLATE

THE

STRATEGY

ALIGN THE

ORGANIZATION

PLAN

OPERATIONS

TEST

&

ADAPT

MONITOR

& LEARN

Strategic

Plan

2

Plan the Strategy:

Develop, Translate and

Align

(Stages 1-3)

Execute the Strategy:

Link to Operations,

Monitor, Learn and Test

(Stages 4-6)

Strategy

Management

Officer

The Kaplan-Norton six-stage closed loop management system for

Strategy Execution

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

Stage 1: Develop the Strategy

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

NOW FUTURE

Current State Desired Outcome

Volume focused Business

Model

Brand and profit focused

Domestic Global

Limited marketing Brand Strategic marketing

All size accounts Sources of

Growth

Emphasize sales to large accounts

Limited contact with accounts Sales through contacts with top officers of

key customers

Limited services Customer

Service

Value added services for top retailers and

operators

Provide everything for everybody Segmented services

Full service supplier

Products

Focused products and accounts

Informal process for product

changes

Fast follower of consumer relevant

products

Logistics as an expense

Processes

and

Infrastructure

Logistics as an enabler

Limited risk management Risk management to reduce expenses and

business risks

Manage costs at line-item level Use activity-based costing to manage

process, product and customer costs

Thin, fragmented resources Culture and

Values

Dedicated experts

Limited information Open, accessible information

Siloed Shared success and failure

The OSM can help the leadership team develop a Change Agenda

to motivate and communicate why the organization must change.

from… …to

Operational, Tactical Management focus Strategic

Fiat, Ford, General Motors Competition Traditional 3 + French, Japanese,

Korean, and Chinese automakers

Losing money Financial performance Achieving profitability, eventually an

18% ROCE

Declining: From # 1 to # 3 Market share Expanding : Regaining #1 position in

Brazil

Stale brand, boring, well-engineered cars Company brand and

image

Exciting, innovatively-designed and

high-performance vehicles

Declining, below targeted performance Customer Satisfaction Highest among all auto manufacturers

in Brazil

Slow, bureaucratic, hierarchical Management decision-

making

Empowered employees making

strategically-aligned local decisions

Not engaged Dealers and Suppliers Partners with VWB to achieve highest

ratings in Brazil

Better, faster, cheaper Processes Better and faster; high quality and low

cost

Demoralized, alienated, adversarial Employees Highly motivated, collaborative,

participative

VW do Brasil: Why and How must we change?

From To

Main drivers Operational excellence

Innovation & new processes

Competition Cost competitivity

Value competitivity

Main factors

Commodity products

Textile Sector

Production Focus

Local Markets

New Products

New areas (based on textile

techniques and other acrylic areas)

Market & Customer Focus

Global markets

Supportive

management

approaches

Process Management

Process improvements focused on

tangibles

Complex organisation structures

Strategic Management

Process improvements focused

both on tangibles & intangibles

Lean organisation structures

From “operational excellence” to “innovation”

21

Long-term Change Agenda of Turkish Exports

TODAY TOMORROW

Slow to adopt new technology

Competing on price

Emphasis on expanding

capacity

Visionary

High value-added products

Leading-edge R&D and design

Emphasis on productivity

Technological

Development

and

Infrastructure

Manufacturing sub-contractor

to global corporations

Product focus

Produce for domestic market

Dominant Market Player

Customer and Consumer Focus

Create Global Brands

Country

Positioning

Short-term horizon

Bureaucracy in public sector

with many conflicting

authorities and lack of

coordination

Long-term strategic planning

High-level coordination among

stakeholders to generate more

value for citizens

The Way of

Work

22

The OSM facilitates the meetings at which the company reaffirms its

mission, values, and vision, and formulates a clear statement of its

strategy

The strategy communicates:

• What the company is trying to achieve and how it will measure

success

• The means (advantage) it will use to achieve success

• Where it will compete (targeted customers, regions, industry

value chain)

Stage 2: Translate the Strategy

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

#1. Financial performance, a lag

indicator, measures the tangible

outcomes from the strategy.

#2. The customer value proposition

defines the source of value.

#3. Strategic processes create value for

customers and shareholders.

Process Perspective



Sustained

Shareholder

Value

Operations

Management

Processes

Customer

Management

Processes

Innovation

Processes

Productivity Revenue Growth

Price Quality Time Function Relation Brand

Product/Service Attributes Relationship Image

Regulatory and

Social Processes

Learning & Growth Perspective

Human Capital

Information Capital

Organization Capital

#4. Aligned intangible assets drive

improvement in the strategic

processes

The Strategy Map and Balanced Scorecard translate the strategy into

strategic objectives and metrics

25

VWB’s Strategy Map: Acao para Vencer (Act to Win)

26

Strategy Map

C-1

Increase customer satisfaction

Create Sustainable Value to Shareholder

F-1

Increase revenue from different areas

F-2

Increase revenue from new & special products

F-3

Decrease total conversion cost

F-4

Improve working capital management

F-5

Innovation and R&D Production

Include customer into value creation process

P-1

Increase recognition and corporate reputation

LG-2

Excel in raw material supply

P-4

Develop new technology and processes

P-2

Our ultimate goal is to

increase and sustain

profitability…

… through innovative and

high value added

products and services

delivery to our customers

…

… with the help of our

high performance

organization and

superior intellectual

capital

On time delivery

Product / Service quality

Differentiated after sales services

Innovative and value-added

products

C-2

Increase customer retention & loyalty

Ensure flexibility and resilience

P-3

Product customization

LG-1

Ensure human capital readiness for next 5 years

… by excelling in

innovation and

production

management… Increase corporate sigma level

P-5

Sustain “business excellence” through self-assessment platforms

LG-3

Improve intellectual capital management

LG-4

You imagine, we produce !

High Performance Organization

27

Turkey’s 2023 Export Strategy Map

Increase market share in

current markets

EX

PO

RT

RE

SU

LT

S

Reach targeted markets of high

potential; increase market share

Increase number of exporters;

develop the export capacity

EX

PO

RT

ER

S

Increase Sustainable Growth of Exports

Increase global competitiveness

of exporters

Increase contribution of exports to the country

economy

Provide timely and effective

solutions for Exporters’ needs

PR

OC

ES

SE

S

INVESTMENTS for

PRODUCTION

POSITIONING OF

TURKEY

TECHNOLOGY and

R&D

INFRASTRUCTURE,

LOGISTICS &

ENVIRONMENT Develop local supply of semi-goods and raw materials, aligned wih

GITES to increase exports value-add

Ensure appropriate investment climate to

increase export-oriented production

capacity

Attract FDI and international investors

to Turkey in the export-related areas

Increase global awareness on “Turkey

Brand”

Solidify bi-lateral and multi-lateral trade

cooperation

Encourage R&D - innovation

investments and practices

Close infrastructure gap for exports and

make Turkey a logistics-hub of the

region

Comply with environmental

obligations

FINANCE,

INCENTIVES and

LEGISLATION

Ensure effective and

efficient usage of

financial instruments

and trade incentive tools

Align legislative and

incentive systems to

promote Turkey’s

competitive advantage

and sectoral priorities

CO

RE

CO

MP

ET

EN

CIE

S

Create high-quality and efficient human resources Ensure rapid access to accurate information

Ensure efficient strategy governance of Turkey’s 2023 Export Strategy & Performance Program

ER-0

ER-1

ER-2 ER-3 ER-4

E-1

CC1 CC-2

CC-3

VALUE to

TURKISH

ECONOMY

Increase effectiveness of

legislative and legal

mechanisms

P-1

P-2

P-3

P-4

P-5

P-6 P-7

P-8

P-9

P-10

P-11

Focus on mid-high and high

technology products in Exports

E-2 E-3

Objectives

Deliver Integrated

Cross-Group

Services

Targets

97%

(first time)

Service

Automation

Initiatives Measures

Promised

Delivery %

Strategic Theme:

Customer Service Excellence

Financial

Learning

& Growth

Achieve Profitable Growth

Ensure Market- Driven

Skill Development

Create Industry- Leading

Customer Loyalty

Max. Return on Assets

Customer

Process

Understand Drivers

of Customer Value

Respond Rapidly to Customer

Service Requests

Objectives Statement of

what strategy

must achieve and

what’s critical to

its success

Targets The level of

performance or

rate of

improvement

needed

Strategic Theme: Diagram of the cause and effect

relationships between strategic

objectives

Initiatives Key action

programs

required to

achieve

objectives

Measures How success in

achieving the

strategy will be

measured and

tracked

Deliver Integrated Cross- Group

Services

Balanced Scorecard Terminology

29

Initiative Mapping Grid Example

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Tra

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trate

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skills

Objectives Perspective

Financial

Economic value added

Be the lowest cost producer

Pick the winners globally

Customer

Create new market demand

Price performance

Partnering

Integrate and align

resources

Process Sales and customer

development

Focused technology

development

Perfect manufacturing

People and change

management

Learning

& Growth

Strategic competencies

Individual and team

performance

Customer sensitive culture

No initiatives

for the Financial

perspective

9 initiatives

for 1 objective

No initiatives

for this objective

2 initiatives

serving no

objectives

Theme 3

Theme 2

Fund the Strategic Initiatives through STRATEX

Strategy Map Balanced Scorecard

Measure Target

Action Plan

Initiative Budget

Th

em

e:

“C

ross-S

ell t

he P

rod

uct

Lin

e”

• Human Capital Readiness

• Strategic Application Readiness

• Goals Linked to BSC

• Cross-Sell Ratio

• Hours with Customer

• Revenue Mix

• Revenue Growth

100%

100%

100%

2.5

1hr/Q

New = +10%

+25%

• Relationship Management• Certified Financial Planner

• Integrated Customer File• Portfolio Planning Application

• MBO Update• Incentive Compensation

• Financial Planning Initiative

• Integrated Product Offering

$ XXX$ XXX

$ XXX$ XXX

$ XXX$ XXX

$ XXX

$ XXX

Total Budget $XXX

Broaden Revenue

Mix

Cross-Sell the

Product Line

Strategic Job

Financial Planner

Strategic Systems

Portfolio Planning

Create Organization

Readiness

Strategic Job

Financial Planner

Strategic Systems

Portfolio Planning

Create Organization

Readiness

• Share of Segment

• Share of Wallet

• Customer Satisfaction

25%

50%

90%

• Segmentation Initiative

• Satisfaction Survey

$ XXX

$ XXX

Increase

Customer

Confidence in Our

Financial Advice

Rolling Forecast (Budget)

Strategy

Strategy Map

• Targets

• Accountability

• Themes

• Objectives

• Measures

Balanced Scorecard

Strategic Initiatives

$ XX Total Strategic Investment

Revenue • Direct Expense

Gross Margin

• Indirect Expense – Sales – Prof. Dev. – G+A

Contribution

• R&D • STRATEX

EBITDA

• ITDA

Net Income

XX (XX)

XX

(XX) (XX) (XX)

XX

(XX) (XX)

XX

(XX)

XX

100% (40)

60%

(10) (5) (15)

30%

(5) (5)

20% (5)

15%

$$ %

Cost Management Investment Management

Integrated

Strategic

Plan

Operating

Plan/

Budget

• OPEX • CAPEX

Stage 3: Alignment

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

Corporate Role in the Cascading Process Depends Upon

Corporate Type

TATA Family

Group

Private

Equity Firm General

Electric

Ingersoll Rand

Integrated Petro

Chemical Company

Global

Manufacturing or

Pharma Company

Retail Quick

Service

Restaurants

Consumer Bank

Branches

Hotel Chain

Identical Linked

Passive Role (Holding Company)

Active Role (Operating Company)

Cascading Approach

Cascading Method

Independent

Financial Services

Company

33 © 2006 Palladium Group, Inc. - Confidential

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

and scorecard was cascaded down into the operational divisions and

branches FBI Headquarters

NSB Criminal

S&T IT HR

Am

eric

an P

ublic

Exp

ecta

tions

Inte

rnal

Pro

cess

Deter, Detect and Disrupt National

Security Threats and Criminal Activity

Maximize PartnershipsManagement Excellence

Leverage Technology and Science

Maximize Workforce Success

Res

ourc

e

Optimize Resources

Tal

ent a

nd T

echn

olog

y

A1 - “Protect US from

terrorist and foreign

intelligence activity”

A2 - “Combat criminal

activity that threatens the

safety and security of society”

A3 - “Preserve civil

liberties”

A4 - “Provide leadership,

intelligence, and law enforcement

assistance to our partners”

Am

eric

an P

ublic

Exp

ecta

tions

Inte

rnal

Pro

cess






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liberties”




CTD

WMD

34

How do we align employees to the strategy?

Make Strategy

Everyone’s Job

1. Create Strategic Awareness

Communicate

Communicate

Communicate

2. Align Personal Goals

Personal Scorecard

3. Provide Necessary Skills

Strategic Job Families

Strategic Readiness

4. Align Personal Incentives

Variable pay

Team based

You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management.

35 35

Align Employees to the Strategy

Strategic awareness created: “Communicate seven times seven

different ways”

— Personal relevance brings the strategy to life

— Sustained communication uses different channels to get the message across

• Leadership meetings

• CEO random visits to employees

• Dear Colleague Quarterly Letter in Mellon News

• Learning lunches & informal discussions

• Intranet

• Working groups facilitated by HR

• Staff briefings

Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol

European Summit, June 2005

36

How do we align employees to the strategy?

Make Strategy

Everyone’s Job

1. Create Strategic Awareness

Communicate

Communicate

Communicate

2. Align Personal Goals

Personal Scorecard

3. Provide Necessary Skills

Strategic Job Families

Strategic Readiness

4. Align Personal

Incentives

Link variable pay to strategic objectives

The OSM coordinates with Human Resources department to ensure that HR performance management processes are aligned to the strategy.

Stage 4: Link Strategy to Operations

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

38

Improve to levels of

quality excellence

Maintain high quality

levels

Improve to minimum

acceptable quality

levels

Potential to cut back

current investment

Business Processes

Quality Assessment

Model

Weak Strong

Strategic (Competitive

Advantage)

Vital (‘Hygiene’)

Balanced

Scorecard

OSM coordinates with Operations and Quality Management

Departments to focus performance improvement (lean) initiatives to

strategic objectives

39

Identify operational processes key to executing strategy and manage those processes using dashboards and KPIs rather than instincts

Strategy Map Cause-and-Effect Model

of Each Key Process

Web-based Dashboard of

metrics used to manage a

Key Process

THEME linked to

PROCESS PROCESS linked to

METRICS

METRICS improve

PROCESS

PROCESS supports

THEME

Dashboards articulate the critical link between strategy management

and operations management.

Stage 5: Conduct Strategy Review Meetings

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

41

• OSM distributes agenda and accurate and timely information in advance of the

meeting

o BSC measures and trends

o Summary reports on strategic initiatives

• One version of the truth: Do not argue about the data or the measures

• OSM attends meetings and documents important decisions and action plans

• OSM follows up after meeting to ensure the decisions and action plans are

implemented

Critical Ingredients for Effective Strategy Review Meetings

Stage 6: Test and Adapt the Strategy

Process

Initiative

EXECUTION

1

3

4 5

6


Vision


DEVELOP THE

STRATEGY





TRANSLATE THE

STRATEGY

ALIGN THE

ORGANIZATION

• Business Units

• Support Units

• Employees

PLAN OPERATIONS

• Key process

improvement

• Sales planning


• Budgeting


• Strategy

Correlations


TEST & ADAPT



MONITOR & LEARN

2

Office of

Strategy

Management

Conduct a Separate (Monthly or Quarterly) Strategy Review Meeting

43

Performance

Initiatives & Programs output

result

Strategy Review Loop

corrections

input

Strategy Review Meetings

• Why did we miss the target?

• What correcting actions should

we consider?

• Are initiatives on schedule?

• Do you need more resources?

• Would an multi-functional task

force help?

AVOID

“I’d rather be dead

than RED”

“Only thing worse than Bad

News is Bad News Late”

Citiz

en

Exp

ecta

tio

ns

Pro

ce

ss

Deter, Detect and Disrupt National Security

Threats and Criminal Activity

Maximize Partnerships Management Excellence

Leverage Technology and

S

c

i

e

n

c

e

Maximize Workforce

Success R

eso

urc

e

Optimize

Resources

Ta

len

t a

nd

Te

ch

no

log

y






safety and security of

society”


liberties”


intelligence, and law

enforcement assistance to our

partners”

R1 - Utilize and align existing resources

and assets in an efficient manner

R2 - Secure and align appropriate

resources

T6 – Align technology and science to

our strategic objectives

T7 - Deploy technology and science to

make our workforce more effective and efficient

T1 - Improve

recruiting, selection,

hiring and retention

T2 – Train and

develop

skills and abilities of

our workforce

T3 – Link skills and

competencies to

needs

T4 – Identify, develop

and retain leaders

throughout

our organization

T5 - Enhance work

environment to

facilitate mission

P3 – Maximize

organizational

collaboration

P2 – Assign

responsibility and

own accountability

P1 – Streamline

administrative and

operational

processes

P10 – Enhance trust

and confidence in the

FBI

P9 - Enhance

international

operations

P8 – Expand partner

relationships

P6 - Analysis

P7 - Action

and/or

Requirements

P5 - Information

Dissemination and

Integration

P12 – Improve internal communications

P11 – Incorporate forecasting and planning into FBI processes

P4 - Collection

Continually Test and Adapt the Strategy

44

Performance

Initiatives & Programs output

result

Strategy Review Loop

corrections

input

Strategy Learning Loop



Internal Perspective

Learning Perspective

The Strategy

incorporate

learning

update the

strategy

• Are the data consistent

with our strategic

hypotheses?

• Has the environment

changed in a

fundamental way?

• Have new strategic

options emerged?

Test and Adapt the

Strategy

Strategy Review Questions

• Why did we miss the target?

• What correcting actions should

we consider?

• Are initiatives on schedule?

• Do you need more resources?

• Would an multi-functional task

force help?

Analytics help companies distinguish bad strategies from badly-

executed strategies

Suppose Customer and Financial metrics are falling short of targets

(yellow or red performance) while Process and Learning and Growth

Objectives are achieving targeted performance

Either:

1. We’re executing a bad strategy well.

or

2. the new strategy needs more time to demonstrate results for

customers and shareholders

A poorly executed “good” strategy will have Process and Learning and

Growth objectives falling short of targeted performance, which leads to

disappointing Customer and Financial performance.

Is the BSC strategy execution system agile enough to cope with

today’s volatile economic, competitive, and regulatory environment?

results

performance measures

Process

Initiative

EXECUTION


results

1

3

5

6Strategic Plan

• Strategy Map

• Balanced Scorecard

• Stratex

Operating Plan

• Sales Forecast

• Resource Requirements

• Dashboards

• Budgets

2

• Key process improvement

• Sales planning


• Budgeting

PLAN OPERATIONS4

• Business Units

• Support Units

• Employees

ALIGN THE ORGANIZATION



MONITOR & LEARN


• Strategy Correlations


TEST & ADAPT

• Strategy Map / Themes




TRANSLATE THE STRATEGY

• Mission, Values, Vision

• Strategic Analysis


DEVELOP THE STRATEGY

results


Process

Initiative

EXECUTION


results

1

3

5

6Strategic Plan

• Strategy Map

• Balanced Scorecard

• Stratex

Operating Plan

• Sales Forecast

• Resource Requirements

• Dashboards

• Budgets

2


• Sales planning


• Budgeting

PLAN OPERATIONS


• Sales planning


• Budgeting

PLAN OPERATIONS4

• Business Units

• Support Units

• Employees


• Business Units

• Support Units

• Employees




MONITOR & LEARN



MONITOR & LEARN




TEST & ADAPT




TEST & ADAPT



















The strategy management system promotes speed, flexibility and adaptability to change

• Focus on short-term

• Protect long-term

• Shorten time horizon

• Rapid response

• Communicate

• Shift priorities

• Re-align organization

• Analyze

• Find new

opportunities

• Be clear about

objectives and measures

• Re-prioritize investments

• Manage Stratex

• Change the strategy

Leadership and the OSM help companies execute strategies with

Strategy Maps and Scorecards

QUESTIONS?

500 mİlyar dolar İhracat hedefİyle 2023’e ......1 s 29 mayıs 2012, 500 mİlyar dolar İhracat...

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