the strategy execution system - bcp · 2017-02-07 · stewardship the trust and assured financial

Copyright © Harvard Business School, 2013

The Strategy Execution System

Robert S. (Bob) Kaplan Marvin Bower Professor of Leadership Development, Emeritus

2 Copyright © Robert S. Kaplan, 2013

Why did we develop the Balanced Scorecard?

Balance Sheet for Company A (US$ billions)

March 31, 2012

ASSETS LIABILITIES AND EQUITY

Cash 4.0 Current liabilities 0.9

Receivables 1.2

Other current assets 0.7

Current Assets 5.9

Property Plant &

Equipment (net) 1.1 S/H Equity 6.6

Goodwill/Other Assets 0.5

Total Assets 7.5 Total Liabilities and Equity 7.5


The Power of Intangible Assets

“Our core corporate assets walk out every evening. It is our

duty to make sure these assets return the next morning,

mentally and physically enthusiastic and energetic.”

N. R. Narayana Murthy,

Chairman and Chief Mentor, Infosys

Page 1 of Infosys 2008 Annual Report

Infosys 2011 Net Income = $1.0 billion; Market value = $33 billion


Why Measures Matter

If you can’t measure it, you can’t manage it. If you can’t manage it,

you can’t improve it.

Kaplan & Norton (and many others)


“Less than 10% of

Strategies effectively

formulated are

effectively executed”

“The prize for closing the

strategy- performance

gap is huge – increasing

performance by at least

50% for most

organizations.”

- Fortune - Harvard Business

Review

- Chris Zook,

Profit From the Core

Problem # 2: Most organizations have difficulty

executing their strategies

“In the majority of

cases—70 percent—the

real problem isn’t bad

strategy . . . It’s bad

execution.”

- Bossidy & Charan,

Strategy Execution

“More than 2/3 of

companies had targets

that exceeded 9% real

growth; yet less than 1

company in 10

achieved this level of

profitable growth.”


Our Research Identified Four Barriers to Strategy

Execution

Only 5% of the work force

understands the strategy

60% of organizations don’t link

budgets to strategy

Only 25% of managers have

incentives linked to strategy

85% of executive teams spend

less than one hour per month

discussing strategy

80% of

enterprises fail at

strategy

execution

The People Barrier

The Vision Barrier

The Management Barrier

The Resource Barrier


The Balanced Scorecard: The Central Component in a

Strategy Execution Management System

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


The Balanced Scorecard:

Multiple Innovation Cycles Since Its 1992 Introduction

Measurement

and

Reporting

Office of

Strategy

Management

Strategy

Management

System

Leveraging

Intangible

Assets

1992 2000 1996 2004 1993 2005 2006

22 translations 18 translations 12 translations 12 translations

Strategy

Maps

Aligning by

Strategic

Themes

10 Harvard Business Review articles

13 HBS Cases: Chemical Bank (1994)

Mobil (A)-(D) (1996)

United Way (1997)

Wells Fargo Online (1998)

City of Charlotte (1999)

New Profit, Inc (2000)

Montefiore Hospital (2001)

Boston Lyric Opera (2001)

First Commonwealth (2004)

Fulton County School System (2006)

Amanco: Sustainability Scorecard (2007)

Infosys Relationship Scorecard (2009)

Volkswagen do Brasil (2010)

2008

Strategy

Execution

System

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


Palladium Balanced Scorecard Hall of Fame for Executing Strategy®: 2000 - 2012

© 2012 Palladium Group, Inc.


Jeollabuk-do Province, South Korea, a 2012 HoF member

• Population had decreased from 2.5 mm (1966) to 1.87 mm

(2006)

• Last place in every index among the nation’s 16 provincial

governments

o Gross regional domestic product

o Income per capita

o Financial self-sufficiency

o # of businesses and employed workers

o Reliance on raw materials extraction and agriculture


New Governor, Wanjoo Kim, takes office in July 2006,

re-elected in 2010.

o Adopts Balanced Scorecard as the Province’s performance

management system

o Strong opposition from labor union and some employees

o Challenges to develop quantifiable performance goals

11


Goals achieved: 2007 to 2011

• Population has begun to increase, reversing 45 years of

decline

• 8.6% CAGR in GRDP; national average is 3.7%

• 1st among 16 provinces in growth rate of exports o Exports in 2011 = $12.8 bn

o Exports in 2006 = $ 5.4 bn

• Container shipments increases 5x

• Increase in percentage of GRDP from secondary

(value-added) industries from 23% to 29%

• 350% increase in number of businesses attracted (five

year average)

• Number of paying tourists increases 70%

• Fiscal self-reliance percentage increases from 15% to

21%

12


The Kaplan-Norton six-stage closed loop management

system for Strategy Execution

Process

Initiative

EXECUTION

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


Stage 1: Develop the Strategy

Process

Initiative

EXECUTION

1

3

4 5

6

• Mission, Values, Vision

• Strategic Analysis • 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 • Board of Directors

PLAN OPERATIONS

• Key process improvement • Sales planning • Resource capacity plan • Budgeting


• Strategy Correlations


TEST & ADAPT



MONITOR & LEARN

2


Operational, Tactical Management focus

Fiat, Ford, General Motors Competition

Losing money for 8 consecutive years Financial performance

Declining: From # 1 to # 3 Market share

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

image

Declining, below targeted performance Customer Satisfaction

Slow, bureaucratic, hierarchical Management decision-

making

Not engaged Dealers and Suppliers

Better, faster, cheaper Processes

Demoralized, alienated, adversarial Employees

Case Study: VW do Brasil in 2006


Companies can summarize their strategy statement using the

VAS framework

Advantage (A):

o How the enterprise will achieve its objective

o How the enterprise will design, produce or deliver differently, better or uniquely compared to competitors

o the value proposition it intends to offer to attract customers

M. Rukstad and D. Collis, “Can you say what your strategy is?” Harvard Business Review (April 2008)

Scope (S):

Where (the niche) the enterprise intends to operate

The customer segment, product line breadth, technologies employed, geographic locations served, or degree of vertical integration (which value chain activities it will perform)

Vision (V):

What the strategy is designed to achieve;

A quantitative target and a time frame


Mobil’s Market Research Revealed Five Gasoline Buyer

Segments in the US


(V): To achieve the highest return-on-capital-employed (12%) among

the major US integrated marketing and refining companies

within 3 years

(A): by being the best integrated refiner/ marketer in the US,

operating low cost refining and distribution processes,

and offering fast, friendly purchase experiences, through our

retail partners …

(S): of premium gasoline, convenience store products, and

automobile supplies and services to our three targeted customer

segments:

• Road Warriors

• True Blues

• Generation F3

Mobil’s Vision-Advantage-Scope (VAS) Strategy Statement


Stage 2 of the Management System: Plan the Strategy

• Mission, Values, Vision • Strategic Analysis • Strategy Formulation

Process

Initiative

EXECUTION

1

3

4 5

6

DEVELOP THE STRATEGY

• Strategy Map / Themes • Measures / Targets • Initiative Portfolios • Funding / Stratex

PLAN THE STRATEGY

ALIGN THE ORGANIZATION

• Business Units • Support Units • Employees • Board of Directors

PLAN OPERATIONS

• Key process improvement • Sales planning • Resource capacity plan • Budgeting


• Strategy Correlations


TEST & ADAPT



MONITOR & LEARN

2


#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

Financial Perspective

Customer 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

A Strategy Map and Balanced Scorecard provides the

foundation for a new strategy execution system.


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


Measures Can Take Various Forms

Absolute Numbers

Percentages (market share, account share)

Ranking or Relative

Performance

Ratings

Indices (for sensitive

data)

Measures


Initiatives help close the gap

between our current and

desired performance.

INITIATIVE

Implement automated order

management system

.

Time from

order to

shipment

12 hours

Measure

Target

Actual Target

18

12

Tim

e (

ho

urs

)

A gap

Measures and targets track our progress

toward achieving and communicating the

intent of the objective.

MEASURE / TARGET

OBJECTIVE Improve Order

Fulfillment

Objectives articulate the

components of our strategy

Initiatives Are Selected to Help Close the Performance

Gap


Initiative Mapping Grid Example

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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


Strategic Fit and Benefit

Resource Demands: Cost to implement

FTEs required Duration

Organizational Capability (Risk):

Confidence on Ability to Deliver Change required

Output: Scored Project

Input: Candidate

Projects

Scoring model:

• Each initiative is ranked against all of the criteria

• The rating is then multiplied by the criteria’s weight

• The score for each criteria is added together for the

total score

50% 30% 20%

Scoring each initiative facilitates comparison


Theme 3

Theme 2

Funding the Strategy:

Linking Strategy to the Budget through STRATEX

Strategy Map Balanced Scorecard

Measure Target

Action Plan

Initiative Budget

Th

em

e:

“C

ros

s-S

ell

th

e P

rod

uc

t L

ine”

• 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 Expenditure

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) (6)

19% (5)

14%

$$ %

Cost Management Investment Management

Integrated Strategic

Plan

Operational Plan/Budget

• OPEX • CAPEX


Increase ROCE

Revenue Growth Strategy

Enhance the Franchise

(New Business Opportunities)

Productivity Strategy

Enhance Customer

Value

Improve Cost Structure

Better Utilization of

Assets

Non-Gasoline Revenue and Margin

Vision

To achieve the highest return-on-capital among the major US

integrated refining and marketing companies

ROCE Net Margin (vs. industry)

Improve quality of revenue by understanding customer

needs and differentiating ourselves accordingly

Maximize utilization of existing assets and integrate

the business to reduce total delivered cost

Introduce new sources of

non-gasoline revenue

through expanded C-

Store presence

Volume vs. Industry Premium Ratio

Cash Expense (cpg) (vs. industry)

Cash Flow (vs. plan)

Increase profitability of

existing customers by

selling more premium

brands

Become the industry cost

leader in every category

of the supply chain

Maximize utilization of

existing assets

Mobil US M&R strategic aspirations: The Financial

Perspective


Mobil’s Complete Strategy Map

Increase Return On Capital

to 12%

Revenue Growth Strategy Productivity Strategy

Generate Non-Gasoline

Revenues

Enhance Customer Value Through Premium

Brands Become Industry Cost Leader

Maximize Use of Existing Assets

Continually Delight the Targeted Consumer Segments

Financial

Perspective

Customer

Perspective

Create Win-Win Partnerships with

Dealers

“Delight the Consumer” “Win-Win Dealer Relations”

Process

Perspective

A Motivated and Prepared Workforce

Engage and Empower Employees

Provide Access to Strategic Information

Learning &

Growth

Perspective

Develop Competencies and Skills

Create Non-Gasoline

Products & Services

Innovation “Good Neighbor”

Improve Environmental,

Health and Safety

Customer Management

Understand Consumer Segments

Build Outstanding Dealers/

Distributors

Operations Management

Improve Hardware

Performance

Improve Inventory

Management

Be the Industry

Cost Leader

Deliver On-Spec, On-

Time


Mobil’s Balanced Scorecard F

ina

nc

ial

Cu

sto

me

r P

roc

es

s

Le

arn

ing

&

Gro

wth

• Develop Competencies and Skills • Provide Access to Strategic Information • Engage and Empower Employees

• Improve Hardware Performance

• Improve Inventory Management

• Be the Industry Cost Leader

• Deliver On-Spec, On-Time

• Understand consumer segments

• Build outstanding Dealers/Distributors

• Create Non-Gasoline Products and

Services

• Improve Environmental, Health, and

Safety Performance

• Continually Delight the Targeted

Consumers

• Create Win-Win Relationships with

Dealers and Distributors

Strategic Objectives

• Improve Return on Capital • Become Industry Cost Leader • Maximize Use of Existing Assets • Enhance Customer Value

• Enhance the Franchise

• Strategic Competency Coverage Ratio

• Strategic Information Coverage Ratio

• Employee Culture Survey

• Unplanned downtime • Capacity utilization • Stock-out rate • Inventory levels • Activity costs versus competition • % perfect orders

• Feedback from Consumer Focus Groups

• Dealer Quality Score

• New Product profitability • New Product Acceptance Rate

• Number of Environmental Incidents • Days Absent from Work

• Return on Capital Employed • Net Margin Rank (vs. Competition) • Full Cost per Gallon Delivered (vs. Competition) • Sales to Asset Ratio • Volume Growth Rate vs. Industry • Ratio of Premium Product Sales to Total • Non-Gasoline Revenues and Margins

• Share of Segment: Road Warriors, True Blue, Generation F3

• Mystery Shopper Rating • Dealer Gross Profit Growth • Dealer Satisfaction Survey

Strategic Measures


Strategic Initiative: Design Attractive Convenience Store to

Create Loyal Customers and a New Revenue Stream


An Employee Initiative: Design and Deploy a Mobil

Speedpass™


Accelerate Product

Innovation

P6 – Excel at

technology, product

development and life

cycle management

P7 - Identify next

generation market

opportunities

Grow High Value

Customer Relationships

P3 – Optimize customer

profitability

P4 - Expand channels,

offerings and markets

P5 - Build and maintain

strong customer

relationships

Improve Operating Quality

and Efficiency

Custo

me

r L

ea

rnin

g

& G

row

th

C1 - “Be a leader in

quality and reliability”

Create a High Performance Culture L1 – Expand and build

strategic skills, capabilities and

expertise

L3 – Enable and require

continuous learning and

knowledge sharing

L2 - Develop leadership and

an execution-driven culture

Fin

an

cia

l

F1 - Increase return on

capital

F3 – Increase revenues in

existing segments and

markets

F4 – Grow revenues in

new products and services

P1 – Improve supply

chain efficiency and

effectiveness

P2 - Improve quality,

cost and flexibility of

operating processes

Pro

ce

ss

F2 – Improve

productivity

C2 - “Provide valued

service, applications

expertise and support”

C3 - “Introduce, high

performance products

and solutions”

We now build strategy maps using strategic themes to

group related objectives.


The TNT Strategy Map in 2008


Strategic Themes offer many benefits.

• Themes form the building blocks for the entire strategy map

“A theme is a principal melody that recurs throughout a composition. It’s the part that’s easy to

remember—you can hum or whistle it. You can’t whistle an entire symphony. And that memorable

quality is also crucial in organizations. If the individual players stick to the same theme and work

together as a team, the result can be wonderfully melodious and pleasing. Our strategy map, with

strategic themes, is our road map and our sheet music.”

John Rhodes, CEO Luxfer Gas Cylinders

• Accountability – assign senior executive team member as the “theme owner”

• Resource allocation – Provide budget for portfolio of strategic initiatives by

theme

• Execution – “theme teams” manage the strategic theme’s cross-functional

and cross-business unit initiatives and process improvement projects

• Reporting and Governance – conduct strategy review management meetings

by strategic theme


The Strategy Map Tells The Story Of Your Strategy

People & Learning Be a Great Place to Work

We will enable

our People

Stewardship

Financial Strength into Perpetuity

Ensuring stewardship of the trust and

assured financial strength

Customers

A Uniquely Satisfying Experience

That provide a

uniquely satisfying customer

experience Processes

To deliver the

Strategic Processes

Impact & Community

Be a leader in improving children’s health through our

integrated health system, becoming a pre-eminent voice

for children.

Service & Quality

Care for each and every child as if they

were our own.

Efficiency & Environment

Be effective stewards of all of our assets, continually

improving them to advance our mission.

To Support our Mission

Provide leadership, institutions and services to restore and improve the health of children through care and programs not readily available, with one high standards of quality and distinction regardless of the recipient’s financial status.


People & Learning

We will enable

our People

Stewardship

Ensuring

stewardship of the trust and

assured financial strength

Customers

That provide a uniquely satisfying customer

experience Processes

To deliver the

Strategic Processes

Impact & Community

Service & Quality

Efficiency & Environment

That supports Our Mission

Mission: To provide leadership, institutions and services to restore and improve the health of children through care and programs not readily available, with one high standards of quality and distinction regardless of the recipients financial status.

Sources of Funds Uses of Funds

S04. Maximize value from targeted partnerships and

acquisitions.

S01. Achieve 14% EBIDA to support our strategic goals

S02. Achieve growth through delivery of

impactful services in the regions we serve

S03. Grow profitable services and minimize

losses from unprofitable services

S05. Optimize return on existing and future real

estate assets.

S06. Achieve operational efficiency without

compromising clinical quality.

C02 - Children and Families: “Create an environment where each child is treated as if

they were your own”

C01 - Communities: “Be a catalyst for change, as well as a trusted resource for improving children’s

health”

P01 - Expand our reach in our communities to ensure vitality and viability

P02 - Create an integrated system of children’s health

P03 - Work with community partners and government, influence issues and drive change

relevant to child health and wellness

P04 - Improve children's health through research and education

P05 - Assure service excellence in order to provide a compassionate, personalized and

informed experience

P06 - Achieve exceptional outcomes through coordinated, evidence-based care, health promotion

and improved clinical processes

P07 - Leverage technology for process improvement, enhanced quality, safety

and service excellence

P08 - Partner with physicians and other care providers to create an efficient and

effective environment for care

P09 - Create and enhance physical environments that are patient-centered,

and support excellent care

P10 - Assure that operations are efficient and effective

P11 - Allocate financial and capital resources for efficiency and effectiveness

L01 - Recruit and retain the right people in the right seats

L04 - Value diversity and foster a culture of trust by living our core values

L03 - Align, reward, and encourage our Associates’ passion for excellence

L02 - Assure a highly skilled workforce

The Strategy Map Tells The Story Of Your Strategy


The TNT Strategy Map in 2008


For the Public Sector and Nonprofits, achieving the mission with

targeted constituents is placed at the pinnacle of the Strategy Map

Mission

What social impact are we achieving for our primary

constituent?

Resource Perspective “How do we continue to attract

resources from our donors or

taxpayers?”

Constituent Perspective "To achieve the social impact in our

mission, how must we work with our

multiple stakeholders?”

Process Perspective "To meet the expectations of our constituents and resource providers, at which

processes must we excel?”

Learning and Growth Perspective "To improve our critical processes, what skills, capabilities, information and culture

must we supply our employees?”


Why should nonprofits and government agencies use

strategy maps and scorecards?

STRATEGY

MAP

EXECUTIVE

CONSENSUS AND

ACCOUNTABILITY

Building the strategy map

eliminates ambiguity and

clarifies responsibility.

CREATE

ALIGNMENT

Each part of the

organization and each

individual link their

objectives to the

strategy map.

EDUCATE AND

COMMUNICATE

Communicate and

educate the workforce

about the strategy.

FEEDBACK AND

LEARNING

Monitor and guide the

strategy

ACCOUNT-

ABILITY

Feedback and

monitoring by

external

constituencies


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 Science

Maximize Workforce Success

Re

so

urc

e

Optimize Resources

Ta

len

t a

nd

Te

ch

nolo

gy

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”

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

After the 9/11 terrorist attacks, the FBI developed a

Strategy Map for its new strategy.


Det

er, D

etec

t, D

isru

pt N

atio

nal S

ecur

ity

Thr

eats

and

Crim

inal

Act

ivity

M

axim

ize

Wo

rkfo

rce

Su

cces

s

Lev

erag

e

Sci

ence

&

Tech

no

log

y

Det

er, D

etec

t, D

isru

pt

Nat

ion

al S

ecu

rity

Th

reat

s

and

Cri

min

al A

ctiv

ity

Optimize

Resources

UNet – FBI Unclassified Network

Delta – Human Source Management System

Regional Intel Restructuring

Surveillance Capabilities

CORE – Collections & Requirements Management System

Leadership Development

Risk-Based Management

Strategic Placement of FBI Facilities

Field Intelligence Group (FIG) Restructuring

Intelligence Analyst Career Path

Intelligence Analyst University Recruiting

Special Agent Career Path

Sentinel – Case Management System

Going Dark

Funding the Strategy: FBI Director’s Priority Initiatives

• Strategic Initiatives were

aligned with strategy map

and prioritized according

to their contribution to the

strategy

• Performance against

these critical few initiatives

was reviewed regularly by

senior leadership

the strategy execution system - bcp · 2017-02-07 · stewardship the trust and assured financial

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