unicredit banka oracle

Download Unicredit Banka Oracle

Post on 28-Dec-2015

21 views

Category:

Documents

1 download

Embed Size (px)

DESCRIPTION

Balanced scorecard

TRANSCRIPT

  • 1

  • Balanced Scorecard Implementation at UniCredit Tiriac Bank

    Jann Tadorian Contact:

    Managing Partner e-mail: jann.tadorian@inplenion.com

    Inplenion Business Consulting International mobile: +41763915015

  • 3

    Agenda

    What is the Balanced Scorecard ?

    How to implement a Balanced Scorecard Project?

    Unicredit Tiriac Bank Example

    Overview Oracle Strategy and Scorecard Solution

    Q&A

  • 4

    Agenda

    What is the Balanced Scorecard ?

    How to implement a Balanced Scorecard Project?

    Unicredit Tiriac Bank Example

    Overview Oracle Strategy and Scorecard Solution

    Q&A

  • 5

    A Report ?

    A Fashion ?

    A KPI

    System

    ? Its a

    Management System !

    What is the Balanced Scorecard ?

  • 6

    Do you have a clear formulated mission, vision and strategy in your company ?

    Are the BU strategies aligned with the company strategy ?

    Is there a discussion on strategy implementation within your management meetings? How much time do you spend on it ?

    Are your personal goals (MBO) aligned with the company strategy ?

    ...are the projects clearly approved and prioritized according to their strategy contribution ?

    Are you sure that your management reporting reflects the status of your key success factors or the strategy implementation ?

    Honestly

  • 7

    Company Challenges : Strategy Execution

    The Vision Barrier

    Only 5% of the work force understands the strategy

    The People Barrier

    Only 25% of managers have incentives linked to strategy

    The Management Barrier

    85% of executive teams spend less than one hour per month

    discussing strategy

    The Resource Barrier

    60 % of organizations dont link budgets to the strategy

    9 of 10 companies fail

    to execute strategy

    Todays management Systems Were Designed to Meet the Needs of Stable Industrial Organizations That Were Changing Incrementally

    You Cant Manage Strategy With a System Designed for Tactics

  • 8

    = + + + + Objectives Competencies Actions Resources Motivation Information + Intendent

    Change

    = Confusion + + + + Objectives Competencies Actions Resources Motivation Information +

    = Anxiety + + + + Objectives Competencies Actions Resources Motivation Information +

    = Frustration + + + + Objectives Competencies Actions Resources Motivation Information +

    = Chaos + + + + Objectives Competencies Actions Resources Motivation Information +

    + + + + Objectives Competencies Actions Resources Motivation Information + = Little Change

    + + + + Objectives Competencies Actions Resources Motivation Information + = unsuccessful

    Implementation

    What is needed for a successful Strategy Execution?

  • 9

    Vision/ Strategy

    Finanzielle Perspektive Finanzielle Perspektive

    Was leisten wir fr unsere Kapitalgeber, um den

    finanziellen Erfolg zu erhhen?

    Was leisten wir fr unsere Kapitalgeber, um den

    finanziellen Erfolg zu erhhen?

    Finanzielle Perspektive Financial

    Was leisten wir fr unsere Kapitalgeber, um den

    finanziellen Erfolg zu erhhen?

    If we succeed, how will we

    look to our Shareholders ?

    Struktur - und Prozessperspektive

    Struktur - und Prozessperspektive

    optimiert werden, um

    zufrieden zu stellen?

    optimiert werden, um

    zufrieden zu stellen?

    Struktur - und Prozessperspektive

    Processes

    optimiert werden, um

    zufrieden zu stellen?

    To satisfy our customers,

    at which processes

    must we excel ?

    Mitarbeiter/Lern - und Entwicklungsperspektive Mitarbeiter/Lern - und

    Entwicklungsperspektive

    Wie knnen wir durch Innovation und Lernen

    unseren Beitrag zur Wert - schpfung verbessern?"

    Wie knnen wir durch Innovation und Lernen

    unseren Beitrag zur Wert - schpfung verbessern?"

    Mitarbeiter/Lern - und Entwicklungsperspektive

    Learning & Growth

    Wie knnen wir durch Innovation und Lernen

    unseren Beitrag zur Wert - schpfung verbessern?"

    To achieve process excellence

    how must our organization

    learn and improve ?

    Kundenperspektive Kundenperspektive

    wir fr unsere Kunden

    zu verwirklichen?"

    wir fr unsere Kunden

    zu verwirklichen?"

    Kundenperspektive Customer / Market

    wir fr unsere Kunden

    zu verwirklichen?"

    To achieve our vision, how

    must we look to our

    customers ?

    Increased Clarity

    Better Committment Implementation is

    controllable

    Better Balance

    The Balanced Scorecard!

  • 10

    The Balanced Scorecard Story!

    Source: Kaplan/Norton 2009

  • 11

    Source: Study 100 x BSC, Horvth & Partners

    Support of a successful Strategy Implementation

    Put in place of a common Strategy Understanding

    Better Communication of the Strategy

    Improvement of the Organization Learning

    Enhancement in Cause & Effect Relations Thinking

    Better Objective Accountability

    Very important

    Relatively important

    Little importance

    Not important

    20%

    43%

    61%

    43%

    59%

    69%

    42%

    35%

    24%

    43%

    33%

    24%

    28%

    18%

    13%

    10%

    6%

    6%

    10%

    4%

    2%

    4%

    2%

    1%

    0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

    The Reasons for BSC implementation?

  • 12

    Agenda

    What is the Balanced Scorecard ?

    How to implement a Balanced Scorecard Project?

    Unicredit Tiriac Bank Example

    Overview Oracle Strategy and Scorecard Solution

    Q&A

  • 13

    BSC

    Change Management (F)

    Project Management (A)

    BSC

    Model

    (C)

    Business Content Information Technology

    SW

    Solution

    (D)

    Data

    Management

    (E)

    The Balanced Scorecard House

    Strategic

    Foundation

    (B)

  • 14

    Project Initialisation

    Clarify Starting Point

    Buy in Top Management

    Clarify Objectives

    Project Execution

    Project Plan

    Project Organisation

    Project Documentation

    Steering Commitee

    Sponsor

    (CFO)

    Projectsteering

    Work Group

    (Content)

    Work Group

    (Technical)

    Core Team

    Project Organisation

    Jan

    Project Plan

    AprMarFeb Mai

    2 3 4 5

    Modul A

    Modul B

    Modul D/E

    Modul C

    Modul E

    ProjectManagement

    ChangeManagement

    StrategicFoundation

    BSCArchitecture

    SW/DataManagement

    6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21Woche

    Projektstart

    Workshop1

    Workshop2

    Workshop 2: (11.2.03, 1/2 Tag)

    Ausarbeitung strategische ZieleEntwicklung Ursache-/Wirkungsbeziehung

    Teilnehmer:

    Core team/alle

    Kick Off

    Workshops

    Meeting Steering Comitee

    Kick Off: 13.1.03, (1/4 Tag)

    Klrung AusgangslageKlrung Zielsetzung

    Teilnehmer:

    alle

    Sitzung 1: (18.2,1/4 Tag)

    Verabschiedung Ziele u.Ursache-/Wirkungsbeziehungen

    Workshop 3: (26.2.03, 1 Tag)

    Definition MessgrssenDefinition Aktionen

    Teilnehmer:Core team/alle

    Sitzung 2: (11.3,1/4 Tag)

    Verabschiedung Messgrssen u.Aktionen

    Workshop 4: (18.3.03, 1/2 Tag)Definition Zielwerte u.Verantwortlichkeiten

    Teilnehmer:alle

    Workshop3

    Sitzung 3: (20.3,1/2 Tag)Verabschiedung Zielwerte u.Verantwortlichkeiten u.BSC Konzept

    Workshop3

    Workshop 1: (4.2.03, 1/2 Tag)

    Klrung und ErluterungLeitbild

    Stakeholderanalyse

    Teilnehmeralle

    Project Management (Module A)

  • 15

    Vision - Strategy - Check

    Strategy:

    Strategic Priorities

    Common Strategy Understanding

    External View

    Internal View

    Opportunities

    Threats

    Strengths

    Weaknesses

    SWOT

    Actual/ Future

    Markets/Products

    Gaps Deficits

    Competitors

    Vision

    Strategic Foundation (Module B)

  • 16

    Strategic Objectives

    Cause and Effect Chain

    (Strategy MAP)

    KPIs

    Owners

    Targets

    Initiatives

    Sustainable Growth Operational Excellence

    Increase Revenue

    Financial

    Customer

    Processes

    Potential

    Acquire New

    Customers

    Improve Employee

    Competencies and

    Motivation

    Develop further the

    Customer Focussed

    Attitude

    Enhance Accessibility of

    Relevant Customer

    Information

    Improve

    Profitability

    Improve Asset

    Utilization

    Strategy Map Shop

    Offer an Optimal Customer

    Value Proposition

    Improve Customer

    Profitability

    Retain Existing

    Customers

    A Class Supplier

    Quality of Product

    Presentation

    Improve Cost

    Structure

    Optimize Product

    Availability

    Optimize Supply

    Management

    Enhance Advertising

    Effectivity

    Balanced Scorecard

    Balanced Scorecard

    Strategic Objectives KPIs Targets2003

    Initiatives

    Improve Profitability

    Improve

    Cost structure

    Force

    Growth

    EBITDA

    % Gesamtkosten vom Umsatz

    % Vertriebs- und Verwaltungskosten

    Gesamtumsatz

Recommended

View more >