conclusion business planning methodologies: use of the strategy map & balanced scorecard 16 th...
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Conclusion
Business Planning Methodologies:
Use of the Strategy Map &
Balanced Scorecard
16th June 2005
Strategy V Tactics
The case for change at OSNI
The role of the Strategy Map and BSC
How the Strategy Map &BSC have been developed
How the Agency has been aligned with Strategy Map
Linkage to individual performance planning
Feedback mechanisms
Purpose of this OSNI Best Practice Seminar
Strategy Map & Balanced Scorecard
• Internationally recognised Strategy Map & Balanced Scorecard (BSC) developed by Kapler & Norton at Harvard
• Used internationally in private and public sectors, e.g.– Tesco
– UK MOD
– Norwegian Airforce
– Royal Canadian Mounted Police
• Key management tool used by OSNI to set objectives, measures and targets, and link organisational and personal performance to our Corporate Strategy.
• Continuing to evolve our implementation of the BSC and to learn from best practice in its use
• BSC links naturally to European Foundation for Quality Management (EFQM) and Investors in People (IiP).
Most Organisations don’t know how to Execute Strategy
They can’tDESCRIBE their
strategy
They don’tMANAGE their
strategy
They haven’tmade strategy
execution a CORECOMPETENCY
WHY?
“Less than 10% of strategieseffectively formulated are
effectively executed”-Fortune
“Less than 10% of strategieseffectively formulated are
effectively executed”-Fortune
“In the majority of cases – weestimate 70% - the real
problem isn’t bad strategy …it’s bad execution”
-Fortune
“In the majority of cases – weestimate 70% - the real
problem isn’t bad strategy …it’s bad execution”
-Fortune
Strategy, Tactics and Implementation
Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.
Sun Tzŭ c. 490 BC, Chinese military strategist
Tactics is efficiency in climbing the ladder of success; strategy determines whether the ladder is leaning against the right wall.
Adapted from Stephen Covey, American leadership consultant and writer
An empowered organization is one in which individuals have the
knowledge, skill, desire, and opportunity to personally succeed in a way
that leads to collective organizational success.
Stephen R. Covey
No institution can possibly survive if it needs geniuses or supermen to
manage it. It must be organized in such a way as to be able to get along
under a leadership composed of average human beings.
Peter F. Drucker
Strategy - what has that to do with me?
Who are we? What do we do? Why are we here?
What kind of organisation are we and do we want to / must we become?
What is the current strategy, implicit or explicit?
What assumptions have to hold for the current strategy to be viable?
What is happening in the larger, social, technological, political, competitive and educational environments?
In which markets will we be active and in which geographic areas?
What are our growth, size, and financial goals?
What products and services will we offer to what customers at what price level?
How will we distribute our products and services and what technologies will we employ?
What skills, capabilities and capacities will we require and which ones are core?
Some Strategic questions for any organisation
Organisations fail because of poor choice and/or implementation of strategy
Execution
Strategy
Flawed Sound
Flawed
Doomed from the Beginning
A Botched Job
Sound
Flirting with Disaster
A Pretty Good Chance
•Examples: Ryanair Versus BA, Tesco Versus W.H.Smith
Conclusion – You Can’t Manage Something You Can’t Describe
Managing Strategy
Managing Money
ManagingTechnology
Managing People
ManagingCustomers
Managing Quality
Strategy Board
Ordnance Survey: A history of its own
‘Whereas you have represented unto Us that it will be advantageous to Our Service to
raise an additional Company of Royal Sappers and Miners to be employed in the
operations of the Survey in Ireland…’
George IV Royal Warrant 1824
Ordnance Surveys in the British Isles
Partition of Ireland split Ordnance Survey into 3
• 3 different, independent organisational models built on a common history
• Some of the richest mapping at all scales available in the world today.
• Close cooperation on many issues but quite different funding regimes
OSNI: the National Mapping Agency of NI• An Executive Agency within the Northern Ireland Government’s Department
of Culture Arts & Leisure
• 2005: ca 167 Staff, in HQ and 4 regional offices
– 50 field surveyors
– 94 office-based technical grades
– 23 office–based admin grades
• Digital database of seven terabytes
• 18,000 Maps, Aerial photos and other spatial information
• Map 14,000 house units of change each year – 30,000 applications for planning
• Hold Pointer addresses for >800,000 properties
• 250,000 digital files supplied since 1992
• Have delegated authority on Crown Copyright
OSNI’s Role
• Supplier of mapping to:
– National, regional and local government
– Private Industry
– Value-added resellers
– General Public
• OSNI mapping:
– Underpins much of the Northern Ireland economy
• Recent PA report estimates £7bn/yr
– Acts as a base reference for all N.I. Spatial data
OSNI’s Purpose
‘Maintain a topographic database to standards of currency, completeness and accuracy to meet the needs of customers’
i.e. to supply the Geographic Information (GI) framework through which data from one or more sources can be joined up, analysed and applied in support of business needs.
OSNI exists to:
Mapping & Surveying historically ……
• Surveying was based on triangulation
– Measure base line by chains, rods, or tapes
– Measure angles by theodolite
– Very time consuming exercises
– Needed people on the ground
• Cartography was fine draftsmanship
– Required extreme patience and attention to detail
– Was based on wax etching and later Letraset
– Took months for a single sheet
Mapping Today is firmly in the Digital Era• Surveying uses electronic theodolites, laser
range finders, satellite positioning, pen
computers,aerial photography, (ground radar
and satellite imagery)
• Cartography is derived from digital databases,
some updated daily
– Data is built up in layers
– Data can be manipulated using special
software known as GIS
– External data easily linked through the map
– Map is built on “intelligent” points, lines and
polygons, which are “attributed” and can be
“interrogated”
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Clifton Mews
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Large ScaleVector1:1250 tiles
OSNI Revenue Trends
Sales in 2005/6 £8m
Total Sales
0
1000
2000
3000
4000
5000
6000
7000
8000
Year ended
£k
Total sales
• Currently a First Steps Agency within DCAL
• Employs User-pays business model as required by
Treasury/DFP
• Information Fair Trader Accredited by HMSO
• Sustained revenue growth now shrinking funding shortfall
• Expected break-even within 2 years
• Migration to Trading Fund status once self-sustainability
reached
OSNI’s Funding and Status
Organisational Structure: put in place 2002/3
Chief Executive
OperationsCorporate Services
Business Development
Finance
Accounts
FinanceManagement
Sales &Customer Services
Marketing & (Technical/Commercial) Training
Product Management/ R&D
Intellectual PropertyRights
GIS Application Support
Large ScalesRevision
Small ScalesRevision & Publishing
Technical (Process)Development
Pointer
Databaseenhancement
Geodesy
Business Planning
Human Resources
Admin
Training
Premises
ICT
Market Context
One certainty: Change will continue – in the GI industry and in NICS
• New technologies, (Lidar, Pictometry, satellite imagery, GPS, 3G
phones, Broadband, Wireless communications, etc.
– Falling barriers to competitor entry
– New market opportunities
– Rising customer expectations• New skills needed compared to 1995
• OSNI wish to lead change, not react to it
• Every OSNI staff member is affected by and must be involved in
that change
The previous OSNI culture was a mixture :
POWER CULTURE
Like a web with a ruling spider
Those in the web are dependent on a central power source.
Rays of power and influence spread out from a central figure or group.
Power derives from top person with whom a personal relationship is more
important than formal title or position
e.g. small entrepreneurial companies and political groups
Extreme example: Stalin’s Soviet Union.
Key behaviours:
Wariness, risk-aversion, sycophancy,
conformity, politicking, dominance, aggression, passivity, one man’s vision
ROLE CULTURE or BureaucracyControlled by procedures, role descriptions and authority. Co-ordination is at the top. Job position & grades are centralPrecise job descriptionsStandardised product/output. Example: Passport Office
TV Licensing
Key behaviours:Predictable, consistent, stable, structured, methodical, conservative, rigid,empire building, paper shuffling, impersonal, buck-passing, slow, unresponsive.
Previous OSNI culture was also affected by being in Civil Service
In a rapidly changing environment another culture was more appropriate
TASK CULTURE
The network organisation
Small teams co-operating together to deliver a project.
Emphasis on results and getting things done.
Example: NASA man-on-the-moon
Key behaviours:
Empowerment, discretion, self-managing
flexibility, adaptability, talent, teamwork,
problem-solving, innovation, challenging
re-modelling.
What type of organisation was the OSNI of 1995?What values and behaviours did it expect and get?
What type of organisation should the OSNI of 2005 be?What values and behaviours would it need to ensure?
What strategic management models would it need?
OSNI’s organisation and culture?
How?
1. Effect change through Executive Leadership
2. Conceptualise the Strategy
3. Translate the Strategy to Operational terms
4. Align the Organisation to the Strategy
5. Make Strategy everyone’s job
6. Maintain the momentum
7. Review
Preparing for Strategic Planning :Strategy
• CE instigated two boards at OSNI in 2001/2– Strategic Board & Operational Board– Separate terms of reference & Separate meetings– SB members plus next management layer
constitute OB– CE chose the Balanced Scorecard as the
management tool for OSNI• Board members trained in BSC theory• Strategy Map developed• Methodology cascaded
Ordnance Survey of Northern Ireland (OSNI) Mission and Vision
Mission is what we do:
OSNI contributes to the public good by supplying the mapping information for Northern Ireland
Vision is what we want to become:
We intend to be a leading, financially self-sustainable, public service, maximising the commercial potential of our information
to minimise cost to the taxpayer.
In this way we will enhance our public good role further, providing expertise, support, consultancy and advice on geographic
information and geographic information systems, supporting Government and the wider Public Services in delivering on their
objectives.
From Strategy to Individual jobs
Mission• To contribute to the public good by supplying the mapping information for
Northern Ireland
Vision• To enhance our Public Good Role
Corporate Goal• To achieve financial self sustainability
Strategy Map • Focuses OSNI on delivering our Mission, Vision and Corporate Goal
Balanced Scorecard• Uses mixture of lead and lag indicators / targets for every box• Much work done by SMIT and middle/senior managers/boards in selecting
and defining
PPA & PDP• Individuals’ work plans for all staff targeted specifically at relevant BSC• Personal Development Plan supports both current and potential work
Strategy Map & Balanced Scorecard
• Strategy Map and the integrally linked Balanced Scorecard illustrate what success will look like for the Agency.
• From four perspectives: Financial, Customer, Key Business Processes and Organisational Learning and Growth.
• Vision, Mission and especially Corporate Goal are translated into these specific quadrants, and further into specific measures and indicators of success through the Strategy map.
• Alignment of each of these four perspectives is the key to the focused and internally consistent development and implementation of strategy.
Values act as backdrop to management activities
• OSNI values underpin our mission and our vision for the future.
• They describe the character of our organisation, what is important to us, and how we behave as individuals and as an organisation.
• OSNI's values are built on those of the Public Service, and relate to Customers, People, Integrity and Innovation.
Strategy Maps Applied to the Public Sector
The Mission
Learning & Growth Perspective:“To achieve our vision,
how must our organisationlearn and improve?”
Financial Perspective:“If we succeed, how
will we look to ourtaxpayers?”
Customer Perspective:“To achieve our vision,how must we look to
our customers?”
Internal Perspective:“To satisfy our customerswhich business processes
must we excel at?”
Business Planning Hierarchy
• Link between Strategy Map – Corporate BSC – Divisional BSC – Branch BSC - PPA
Customer Perspective
Financial PerspectiveFinancial Perspective
Key Business Processes
Organisational Learning and Growth Perspective
ProductivityProductivity GrowthGrowth
Mission: To contribute to the public good by supplying the mapping information for Northern IrelandVision: To enhance our Public Good Role
Mission: To contribute to the public good by supplying the mapping information for Northern IrelandVision: To enhance our Public Good Role
To achieve financial self sustainabilityCosts/Income
To achieve financial self sustainabilityCosts/Income
Manage CostsManage Costs Asset ManagementAsset Management New IncomeNew IncomeSustain IncomeSustain Income
Function/ChoiceFunction/ChoiceQualityQuality ServiceService RelationshipRelationship
Strategic CompetenciesKey Job
Key Competences
Strategic CompetenciesKey Job
Key Competences
Strategic InformationTechnologies
Information NeedsICT Systems, Infrastructure
Strategic InformationTechnologies
Information NeedsICT Systems, Infrastructure
Climate for ActionLeadership, TeamworkAlignment Structure
Culture
Climate for ActionLeadership, TeamworkAlignment Structure
Culture
SIAMSIAM ProductManagement
ProductManagement
ChannelManagement
ChannelManagement
Data Update& Supply
Data Update& Supply
Managing our Customer Relations
Managing our Customer Relations
Corporate GoalCorporate Goal
O rd n a n c e S u rv e y o f N o rth e rn Ire la n dC o rp o ra te B a la n c e d S c o re c a rd 2 0 0 5 -2 0 0 6
S IA M B e n c h m a rk T B D T B DP R O D U C T M G M T -2 .0 % -2 .5 % -2 .5 %C H A N N E L M G M T -2 .0 % -2 .5 % -2 .5 %D A T A U P D & S U P -2 .0 % -2 .5 % -2 .5 %C U S T O M E R R E L B e n c h m a rk T B D T B D
P a p e r 1 0 0 % 1 0 0 % 1 0 0 %D ig ita l L ic e n s in g 1 0 0 % 1 0 0 % 1 0 0 %
C o p y r ig h t & R o y a lt ie s 1 0 0 % 1 0 0 % 1 0 0 %S e rv ic e s 1 0 0 % 1 0 0 % 1 0 0 %
(1 .5 )N e w In c o m e
IN C O M E F R O M N E W C U S T O M E R S / U P G R A D E S
S a le s M a n a g e r
F in a n c e P e rs p e c tiv e
(1 .3 )A s s e t M a n a g e m e n t
F IX E D A S S E T S to S A L E S R A T IO
F in a n c ia l A c c o u n ta n t
C O S T / IN C O M E IN D E X F in a n c ia l A c c o u n ta n t
M E A S U R E O F S U C C E S S
(1 .4 a )S u s ta in In c o m e
IN C O M E F R O M E X IS T IN G P R O D U C T B L O C K S S a le s M a n a g e r
O S N I C O R P O R A T E O B J E C T IV E
(1 .1 )T o a c h ie v e f in a n c ia l
s e lf -s u s ta in a b ility
(1 .2 a )M a n a g e C o s ts
R E S P O N S IB IL IT Y (o n b e h a lf o f O p e ra tio n a l
B o a rd )
U N IT C O S T O F K E Y B U S IN E S S P R O C E S S E S
(1 .2 b )M a n a g e C o s ts
A B S O L U T E C O S T O F A G E N C Y
P E R F O R M A N C E IN D IC A T O R / D E L IV E R A B L E
2 0 0 7 -0 8
8 6 w ith N IM A £ 1 .4 m 1 0 5 w ith o u t N IM A
2 0 0 5 -0 6
1 0 1 w ith N IM A £ 4 5 0 k / 1 1 7 w ith o u t N IM A A s s u m in g e x p e n d itu re w ith in c u rre n t b u d g e t
( i.e . e x p e n d itu re e x c lu d e s £ 1 7 5 k d e fe rre d u n t ill J u n e M o n ito r in g )
9 2 w ith N IM A £ 1 m 1 1 0 w ith o u t N IM A
2 0 0 6 -0 7
F o re c a s t N B V 3 1 /3 /0 7 £ 8 .9 m F o re c a s t In c o m e £ 8 .7 m w ith
£ 1 m N IM A = R a tio o f 1 .0 2
= % D e c re a s e o f 1 5 %
F o re c a s t N B V 3 1 /3 /0 8 £ 8 .2 m F o re c a s t In c o m e £ 9 .4 m w ith
£ 1 .4 m N IM A = R a tio o f 0 .8 7
= % D e c re a s e o f 1 5 %
(B ) F o re c a s t In c o m e - £ 8 m ( in c lu d in g £ 4 5 0 k N IM A )
(A ) F o re c a s t F ixe d A s s e ts N B V 3 1 M a r 2 0 0 6 - £ 9 ,6 1 1 ,8 6 7
= A / B = 1 .2 0 R a tio S c o re T a rg e t
£ 8 ,8 3 9 ,6 8 1 W ith in + /- 3 % V a r ia n c e
£ 9 ,4 4 1 ,7 5 6 W ith in + /- 3 %
V a r ia n c e
B D D D ire c to r
F in a n c ia l A c c o u n ta n t£ 9 ,7 8 8 ,2 4 7
W ith in + /- 3 % V a r ia n c e
(1 .4 b )S u s ta in In c o m e
T O T A L IN C O M E S a le s M a n a g e r e n d o f 0 5 /0 6 f ig u re£ 8 ,0 0 0 k e n d o f 0 6 /0 7 f ig u re
£ 2 8 0 k + % C h a n g e+ % C h a n g e
Corporate BSC – Finance Quadrant
Customer Perspective
Financial PerspectiveFinancial Perspective
Key Business Processes
Organisational Learning and Growth Perspective
ProductivityProductivity GrowthGrowth
Mission: To contribute to the public good by supplying the mapping information for Northern IrelandVision: To enhance our Public Good Role
Mission: To contribute to the public good by supplying the mapping information for Northern IrelandVision: To enhance our Public Good Role
To achieve financial self sustainabilityCosts/Income
To achieve financial self sustainabilityCosts/Income
Manage CostsManage Costs Asset ManagementAsset Management New IncomeNew IncomeSustain IncomeSustain Income
Function/ChoiceFunction/ChoiceQualityQuality ServiceService RelationshipRelationship
Strategic CompetenciesKey Job
Key Competences
Strategic CompetenciesKey Job
Key Competences
Strategic InformationTechnologies
Information NeedsICT Systems, Infrastructure
Strategic InformationTechnologies
Information NeedsICT Systems, Infrastructure
Climate for ActionLeadership, TeamworkAlignment Structure
Culture
Climate for ActionLeadership, TeamworkAlignment Structure
Culture
SIAMSIAM ProductManagement
ProductManagement
ChannelManagement
ChannelManagement
Data Update& Supply
Data Update& Supply
Managing our Customer Relations
Managing our Customer Relations
Corporate GoalCorporate Goal
Summary
• A tool that needs involvement and clear leadership
• Keep it simple• Hone it• Explain it• Integrate it into day-to-day activities• Review it• Adapt it