strategic way to succeed
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Planejamento
Estratégico
Where are we?
BRAZIL
From a supporting country to a protagonist
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Estratégico
Junior Enterprises in Brazil
1989 | Fundação Getúlio Vargas
Now | 600 Enterprises
15 000 Entrepreneurs
2000 Projects/Year
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Estratégico
Where are we?
Pernambuco
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Estratégico
Where are we?
Economy increase in recent years Positive future perspectives
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Estratégico
Junior enterprises in Pernambuco
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Our University
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Some of our History
Legal establishment: March 6th, 1990
1990
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Estratégico
Some of our History
Legal establishment: March 6th, 1990
1990 2000
Company closes due to political reasons
Planejamento
EstratégicoCompany closes due to political reasons
Some of our History
2000 2001
Company reopens with strong university support
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Estratégico
Some of our History
2000 2006
Company reopens with strong university support
2001
New managerial stance: Focus on the external
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Estratégico
2006
Some of our History
New managerial stance: Focus on the external
2006/2007
Company feels the need of a strategic planning
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Estratégico
Some of our History
New managerial stance: Focus on the external
2007
A year of great accomplishments
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Estratégico
Some of our History
New managerial stance: Focus on the external
2008
And we continue going up…
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Our Mission
“Develop managers offering organizational solutions to
Pernambuco’s marketplace”
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Our Vision
“Be indicated, in Pernambuco, as the reference Junior Enterprise in quality
and professionalism on providing services ”
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Our Values
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Our Values
We value our members initiative and autonomy, anticipating the facts and proposing solutions.
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Our Values
We are entrepreneurs because we seek new business opportunities, responding to market challenges with responsibility and efficiency.
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Estratégico
Our Values
We see compromise as an attitude of moral stamp, honoring our word and fighting for what we believe.
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Estratégico
Our Values
We seek the full satisfaction of our customers and our members in compliance with all its demands
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Estratégico
Our Values
We are able to successfully explore new ideas, becoming a highlight in a competitive environment.
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Estratégico
Our Values
We work as a team in a fully honest and transparent environment, in order to achieve the excellence in all our results.
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Estratégico
Our Organizational Structure
Presidency
Projects MarketingHuman
Resources
Quality
Adm / Fin
ComunicationCustomer relations
Council
Pro
ject
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Our Partners
Estrategic Way to Succeed
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Estratégico
What is the BSC?
The balanced scorecard (BSC) is a strategic planning and management
system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor
organizational performance against strategic goals.
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Estratégico
History
1990- Nolan Norton Institute sponsored a multicompany study, “Measuring performance in the organization of the future”
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HistoryMotivation:
The financial performance of an organization is essential for its success.A pure financial approach for managing organizations suffers from two drawbacks:
It is historical;Intangible assets;
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Organization from four perspectives:
BSC
CustomerInternal Business Processes
Learning and Growth
Vision & Strategy
Financial
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Financial
“ To suceed financial, how should we appear to our
shareholders?”
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Financial
Strategic Themes:Revenue growth and mix;Cost reduction/ productivity improvement;Asset utilization/ investment strategy;
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“To achieve our vision, how should we appear to our
costumers?”
Customer
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Core measurement:Market share;Customer retention;Customer acquisition;Customer satisfaction;Customer profitability;
Customer
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“To satisfy our shareholders and customer, what
business processes should we excel at?”
Internal Business Processes
Planejamento
Estratégico
“To satisfy our shareholders and customer, what
business processes should we excel at?”
Internal Business Processes
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Learning and Growth
“To achieve our vision, how will we sustain
our ability to change and improve?”
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Core measurement:Employee satisfaction;Employee retention;Employee productivity;
Learning and Growth
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MAP
Every measure selected should be part of a link of cause-and-effect relationships that culminate in
improving financial performance.
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MAP
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Innovative companies are using BSC to accomplish critical management processes:
Clarify and translate vision and strategy; Communicate and link strategic objetives and measures;Plan, set targets, and align strategic initiatives;Enhance strategic feedback and learning;
Information Age
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Clarifying the vision;
Gaining consensus;
Clarify and translate vision and strategy
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Communicating and educating;Setting goals;Linking rewards to performance measures;
Communicating and linking
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Setting targets;Aligning strategic initiatives;Allocating resources;Establishing milestones;
Planning and target setting
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Articulating the shared vision; Supporting strategic feedback;Facilitating strategic review and learning;
Enhance strategic feedback and learning
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Articulating the shared vision; Supporting strategic feedback;Facilitating strategic review and learning;
Enhance strategic feedback and learning
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Strategic planning applied to FCAP Jr. Consultoria
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Creation
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Creation
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Creation
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Creation
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Creation
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Control Methods
Alignment Meetings
Executive PresidentMonthlyAction Plans
QPR
Quality AccessoryQuarterlyKPI develpment
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Revisions
Finance
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Profit Growth
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Cash Flow Maintenance
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Optimization of Reinvestment Capacity
Internal Processes
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Innovation Management
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Project Management
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Project Management
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Quality Management
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Internal Process Management
Learning
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Satisfaction and retention of talents
Recognizing team work
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Satisfaction and retention of talents
Organizational Climate and Culture SurveyOpen House
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Increase of productivity
Evaluation of performance Creating project teams
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Increase of productivity
Evaluation of performance Commitment with the companyCommunicationCredibility and trustinessEfficiency and effectivenessPunctualityProductivityInitiative and responsibility
Creating project teams
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Estratégico
Increase of productivity
Evaluation of performanceCreating project teams
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Estratégico
Increase of productivity
Evaluation of performance Creating project teams
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Remodeling of Organizational Culture
Organizational values adequacy survey
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Knowledge Management
Standardization of the Project Archival Process
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Members’ training
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Working conditions
Customers
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Communication Channels
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Institutional Image
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Strengthening of partners
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Strengthening of partners
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Clients loyalty
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Increase in number of clients
First contactsVisit to clientsNumber of projects
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