At the end of the programme, the participants should be
able to:-
�Understand the real meaning and importance of KPIs
and KRAs to the organisation
�Link PMS to KPIs and KRAs by having a clear “Line of
PROGRAMME OBJECTIVESPROGRAMME OBJECTIVES
�Link PMS to KPIs and KRAs by having a clear “Line of
Sight”
�Implement the operation process in developing the
KPIs and KRAs
�Set and cascade the KPIs and KRAs to their next level
PROGRAMME CONTENT/OUTLINEPROGRAMME CONTENT/OUTLINE
CONCEPT OF KEY RESULTS AREAS (KRA)
�What & Why of KRA
�Differences between KRA & KPIs
�Organisation or Business KPIs and KRAs:
What & why of organisation or Business KPIs and KRAs?What & why of organisation or Business KPIs and KRAs?
Define your strategic organization or business direction
Specify your strategic organization or Business KRAs & KPIs
Specify your strategic organisation or business target
Turn your organisation or business measurement into
excellent services or profits
PROGRAMME CONTENT/OUTLINEPROGRAMME CONTENT/OUTLINE
CONCEPT OF KEY RESULTS AREAS (KRA)
SETTING OPERATIONS KPIs and KRAs
�What & Why of operations KPIs and KRAs (Down Stream
Concept)
�Specify the operations processes�Specify the operations processes
�Specify the interaction of operations processes
�Measurement Principle : QQCT
�Specify the KPI of the operations processes
PROGRAMME CONTENT/OUTLINEPROGRAMME CONTENT/OUTLINE
CASCADING DOWN THE KPIs and KRAs TO YOUR NEXT
LEVEL
�Concept : Results Focus vs. Task Oriented
�Breakdown of your KPIs and KRAs by section
�Assess the competency of your department�Assess the competency of your department
�Assign & set KPIs and KRAs for your next level
�Assess the feasibility of your assigned KPIs and KRAs
CORPORATE PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT
FRAMEWORKFRAMEWORK
Key Key Performance Performance
IndicatorsIndicators
Vision
Mission
Strategy
Strategy MapStrategy Map
IdentifyingIdentifying
DefiningDefining
MeasuringMeasuring
Monitoring Monitoring
Reporting Reporting
IndicatorsIndicators
Company Company strategystrategy
PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT
COMPONENTCOMPONENT
Three critical components for effective process of performance
management
Performance
Management
Process
Performance management
cycle is continuous and
consistent
Performance
Management
Infrastructure
Performance
Management
Culture
Culture that is based on
performance
accountability
Logistic support and
performance
management
administration
PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT
CYCLECYCLE
STRATEGY
Set Measures and TargetSet Measures and Target
Plan and ExecutePlan and Execute
Monitor and EvaluateMonitor and Evaluate
Reward and CoachReward and Coach
MANAGING PERFORMANCE WITH MANAGING PERFORMANCE WITH
BALANCED SCORECARDBALANCED SCORECARD
Balanced Scorecard is a management
tool that provides stakeholders with a
comprehensive measure of how the comprehensive measure of how the
organization is progressing towards the
achievement of its strategic goals.
MANAGING PERFORMANCE WITH MANAGING PERFORMANCE WITH
BALANCED SCORECARDBALANCED SCORECARD
• Balances financial and non-financial measures
• Balances short and long-term measures
• Balances performance drivers (leading indicators)
with outcome measures (lagging indicators)with outcome measures (lagging indicators)
• Leads to strategic focus and organizational alignment.
4 PERSPECTIVES IN BALANCED 4 PERSPECTIVES IN BALANCED
SCORECARDSCORECARD
If we succeed, how will we
look to our shareholders?
Financial Perspective
To achieve our vision, how
must we look to our
customers?
Customer Perspective
The Strategy
customers?
To satisfy our customers, which
processes must we excel at?
Internal Perspective
To achieve our vision, how must
our organization learn and
improve?
Learning & Growth Perspective
STRATEGY AND BALANCED STRATEGY AND BALANCED
SCORECARDSCORECARD
Mission – Why
We Exist
Vision – What
We Want to Be
Strategy :
Our Game
Strategy Map
: Translate the
Strategy
Strategic
Outcomes
Satisfied
Shareholders
Delighted We Want to Be
Values – What’s
Important to Us
Our Game
Plan
Balanced
Scorecard :
Measure and
Focus
Delighted
Customers
Excellent
Processes
Motivated
Workforce
STRATEGY MAP FRAMEWORKSTRATEGY MAP FRAMEWORK
• The strategy map framework is presented in
the following slides.
• This framework describes the types of strategic
target that should be presented in each target that should be presented in each
perspective, namely the financial perspective,
customers, internal business process, and
learning & growth perspective.
STRATEGY MAP FRAMEWORKSTRATEGY MAP FRAMEWORK
Cost Efficiency
Long-term Shareholder Value
Revenue Growth
Price Availability BrandServiceQuality
Financial
Customer
Operations
Management
Processes
Human Capital
Customer
Management
Processes
Innovation
Processes
Regulatory
and Social
Processes
Organization Capital Information Capital
Customer
Internal Process
Learning &
Growth
BSC Report as of ___________
Navigation: Click on
ovals to view objective measures
Fin
an
cia
lC
ust
om
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Vision Statement
Mission:
Strategic Theme 2 Strategic Theme 4Strategic Theme 1
Strategic Theme 3
F1: Financial Objective 1
F3: Financial Objective 3F2: Financial Objective 2
F0: Top Financial Objective (Tab F0_1,
C1: Customer Objective 1
C3: Customer
Objective 3
P8: Process P7: Process Objective P4: Process
Objective
C2: Customer Objective 2C4: Customer Objective 4.
P3: Process Objective 3
Pe
op
leIn
tern
al
Pro
cess
es
People statement
L1: Learning/People
Objective
L2: Learning /
People ObjectiveL4: Learning / People
Objective
L5: Learning / People
Objective
L3: Learning / People
Objective
P2: Process Objective
P1: Process Objective
P8: Process
Objective
P9: Process Objective
P10: Process Objective
Objective
P6: Process Objective
P5: Process Objective
P11: Process
Objective
FINANCIAL PERSPECTIVE FINANCIAL PERSPECTIVE
• In private companies, the financial perspective is the
main objective (ultimate goal) – without having to
sacrifice the interests of other relevant stakeholders
(community, environment, government, etc.)
• In the financial perspective, the strategic goal is the
longlong--term shareholder valueterm shareholder value. This goal is driven by two
factors, namely : revenue growthrevenue growth and cost efficiency.cost efficiency.
STRATEGIC OBJECTIVES IN STRATEGIC OBJECTIVES IN
FINANCIALFINANCIAL
Long-term
Shareholder Value
Revenue GrowthCost Efficiency
Improve Cost Structure
Increase Asset
Utilization
Expand Revenue
Opportunities
Enhance Customer
Value
CUSTOMER PERSPECTIVECUSTOMER PERSPECTIVE
• This perspective is very instrumental, because
without customers, how can a company survive?
• Customer perspective covers the following elements:
• Customer acquisition
• Customer retention
• Customer profitability
• Market share
• Customer satisfaction
STRATEGIC OBJECTIVES IN STRATEGIC OBJECTIVES IN
CUSTOMERCUSTOMER
Customer Customer AcquisitionAcquisition
Customer Customer SatisfactionSatisfaction
Customer Customer Retention Retention Customer Customer ProfitabilityProfitability
Market Market ShareShare
Price Availability BrandServiceQuality
Customer Customer AcquisitionAcquisition
INTERNAL PROCESS PERSPECTIVEINTERNAL PROCESS PERSPECTIVE
• This perspective reflects the processes in key business that
should be optimized in order to meet the needs of the
customers.
• There are four main themes in this perspective, namely:
• Operations Management Process• Operations Management Process
• Customer Management Process
• Innovation Process
• Regulatory and Social Process
STRATEGIC OBJECTIVES IN INTERNAL STRATEGIC OBJECTIVES IN INTERNAL
PROCESSPROCESS
Operations
Management
Processes
Customer
Management
Processes
Innovation
Processes
Regulatory
and Social
Processes
Processes that
produce and deliver
products and services
Processes that
enhance customer
value
Processes that create
new products and
services
Processes that
improve
communities and the products and services value services communities and the
environment
• Supply
• Production
• Distribution
• Selection
• Acquisition
• Retention
• Growth
• New Ideas
• R&D Portfolio
• Design/ Develop
• Launch
• Environment
• Safety & Health
• Employment
• Community
LEARNING & GROWTH PERSPECTIVELEARNING & GROWTH PERSPECTIVE
• This perspective reflects the capability that a company
should have, namely:
• Human Capital
• Organization Capital
• Information Capital• Information Capital
• This perspective shows us that good human resource
development system, organizational system and
information system forms a solid foundation for
improving company performance.
STRATEGIC OBJECTIVES IN LEARNING STRATEGIC OBJECTIVES IN LEARNING
& GROWTH& GROWTH
Human Capital Organization
Capital
Information
Capital
• Skills
• Knowledge
• Attitude
• Systems
• Database
• Networks
• Culture
• Leadership
• Organization
Development
STRATEGY MAP TEMPLATESTRATEGY MAP TEMPLATE
• The following slide displays the strategy map
template comprising of four perspectives:
financial, customer, internal business process, financial, customer, internal business process,
and learning & growth.
STRATEGY MAP TEMPLATESTRATEGY MAP TEMPLATE
Improve Cost Efficiency
Enhance Long-term Shareholder Value
Increase Revenue Growth
Enhance
Brand Image
Build High Performance
Products
Financial
Customer
Expand
Market Share
Achieve Operational
Excellence
Develop Strategic
Competencies
Drive Demand through
Customer Relation
Management
Manage Dramatic
Growth through
Innovation
Implement Good
Environmental Policy
Build Learning
Culture
Expand Capabilities with
Technology
Internal Process
Learning & Growth
IDENTIFYING KEY PERFORMANCE INDICATORS (KPI)
KEY PERFORMANCE INDICATORS KEY PERFORMANCE INDICATORS
(KPI)(KPI)
Vision
Mission and
ValuesStrategy
Key Performance Strategic ObjectivesStrategic Objectives
KPI = Measurement or
indicator that provides
information on how far we
have succeeded in achieving
the strategic objectives
Finance
Customer
Internal Business Process
HR Development
Key Performance
Indicators
Key Performance
Indicators
Key Performance
Indicators
KPI GUIDELINESKPI GUIDELINES
The measure of success must show clear, specific and
measurable performance indicators.
The measure of success should be declared explicitly
and in detail so that it is clear what is being measured.and in detail so that it is clear what is being measured.
Costs to identify and monitor the measure of success
should not exceed the value that will be known from
the measurement.
KPI GUIDELINESKPI GUIDELINES
Relevant to the
Strategic Objective Does KPI have a linkage with the strategic objectives?
ControllableAre the KPI achievements still under control?
Actionable Can any action be taken to improve the performance?Actionable Can any action be taken to improve the performance?
Simple Is the KPI easy to explain?
Credible Is the KPI not easy to manipulate?
KPI FAMILY DIMENSIONKPI FAMILY DIMENSION
Productivity
Measures employee output (units/ transactions/
dollars), the uptime levels and how employees use
their time (sales-to-assets ratio, dollar revenue from
new customers, sales pipeline).
Measures the ability to meet and/or exceed the
requirements and expectations of the customer
(customer complaints, percent returns, DPMO --
defects per million opportunities).
Quality
KPI FAMILY DIMENSIONKPI FAMILY DIMENSION
Profitability
Measures the overall effectiveness of the
management organization in generating profits
(profit contribution by segment/customer, margin
spreads).
Measures the point in time (day/week/ month)
when management and employee tasks are
completed (on-time delivery, percent of late orders).
Timeliness
KPI FAMILY DIMENSIONKPI FAMILY DIMENSION
Process
Efficiency
Measures how effectively the management
organization incorporates quality control, Six
Sigma and best practices to streamline operational
processes (yield percentage, process uptime,
capacity utilization).
Measures how effectively the management
organization leverages existing business resources
such as assets, bricks and mortar, investments
(sales per total assets, sales per channel, win rate).
Resource
Utilization
KPI FAMILY DIMENSIONKPI FAMILY DIMENSION
Cost Savings
Measures how successfully the management
organization achieves economies of scale and
scope of work with its people, staff and practices
to control operational and overhead costs (cost
per unit, inventory turns, cost of goods).
Measures the ability of the management
organization to maintain competitive economic
position in the growth of the economy and
industry (market share, customer
acquisition/retention, account penetration).
Growth
KPI CATEGORY DIMENSIONKPI CATEGORY DIMENSION
DirectThe actual raw data value as measured (e.g., sales
volume).
The comparison of the changes in performance of
Percent
The comparison of the changes in performance of
one value relative to the same value at a different
time, geography, etc. (e.g., percentage change in
sales vs. last year).
KPI CATEGORY DIMENSIONKPI CATEGORY DIMENSION
Simple Ratio
The comparison of one value relative to another to
provide a benchmark for comparison of performance
(e.g., average sales per day).
Index
A combination of several separate measures added
together that result in an overall indicator of
performance (e.g., (company sales
growth)/(industry sales growth) for a specific
geography).
KPI CATEGORY DIMENSIONKPI CATEGORY DIMENSION
Composite
Average
The addition of the weighted averages of several similar
measures that result in an overall composite indicator of
performance (e.g., customer satisfaction composite is
mixture of results from surveys, focus groups and
product returns).
Statistics
Multiple measures such as mean, variance, standard
deviation and variance that capture the spread and
distribution of the performance measures (e.g., sales
distribution by demographics, geography, channel).
STRATEGY MAP FOR CORPORATE FUNCTIONS
(HR, IT, FINANCE AND MARKETING)(HR, IT, FINANCE AND MARKETING)
INTEGRATION BETWEEN CORPORATE INTEGRATION BETWEEN CORPORATE
AND DIVISION/DEPARTMENTAND DIVISION/DEPARTMENT
Vision
Mission
Strategy
CorporateCorporate
Scorecard
Division
Scorecard
The Division Scorecard is
built by referring to the
corporate scorecard
CORPORATE AND DIVISION CORPORATE AND DIVISION
SCORECARDSCORECARD
Financial
Customer
Corporate
Finance
Corporate
Marketing
Customer
Internal Process
Learning & Growth
Production
Supply Chain
R & D
Corporate HR
Info Technology
CORPORATE AND DIVISION CORPORATE AND DIVISION
SCORECARDSCORECARD
• Division Scorecard is formulated by looking at the four
perspectives in Corporate Scorecard.
• As shown in the previous slides, the learning & growth
perspective provides guidelines for developing
scorecard at the Human Resource and IT divisions, scorecard at the Human Resource and IT divisions,
while the internal process perspective provides
guidelines for developing scorecard at the supply chain
division or R&D.
CORPORATE AND DIVISION CORPORATE AND DIVISION
SCORECARDSCORECARDSample from GE Lighting Business Group
Level of Organization Financial Customer Internal Process Learning & GrowthCorporate Scorecard Increase profit margin Improve customer Increase inventory turns Increase level of
satisfaction level Improve internal process employee competency
Division Scorecard Optimize cost of production Improve customer Increase inventory turns Increase level ofReduce inventory levels satisfaction level Improve internal process employee competency
Plant Scorecard Optimize cost of production Increase percent of Increase inventory turns Number of "on the Increase yields ratio on time delivery Reduce number of defects job training" deliveredIncrease labor productivity Reduce customer per million Number of performanceReduce inventory levels complaints per million Improve quality incoming coaching sessionReduce inventory levels complaints per million Improve quality incoming coaching session
materialsMaintain optimum equipment speed
Frontline Employee Reduce waste Reduce equipment downtime Number of "on the Scorecard Reduce overtime Reduce number of poor job training" attended
Increase production rates solders Number of performanceReduce number of cracked coaching session bulbs attended
The above example shows how the scorecard at corporate level is cascaded to division
level, and further to plant level and employee level.
DIVISION STRATEGY MAP TEMPLATEDIVISION STRATEGY MAP TEMPLATE
•The strategy map for HR Division,
Information Technology Division,
Finance Division, and Marketing Finance Division, and Marketing
Division are presented in the
following slides.
HR STRATEGY MAP TEMPLATEHR STRATEGY MAP TEMPLATE
Optimize HR Efficiency
Drive Long term
Shareholder Value
Enhance People & Organizational
EffectivenessFinancial
Customer
Create Positive Work
Environment
Provide Quality HR
Service
Provide High
Performance People
Achieve HR
Process
Excellence
Develop Strategic & Functional HR
Competencies
Build Strategic
Employee
Competencies
Drive
Organizational
Performance
Enhance Technology
for HR
Create Climate for
HR Action
Customer
HR Internal Process
Learning & Growth
IT STRATEGY MAP TEMPLATEIT STRATEGY MAP TEMPLATE
Optimize IT Efficiency
Drive Long term
Shareholder Value
Enhance IT Impact on
Enterprise OutcomeFinancial
Customer
Deliver Consistent, High
Quality IT Service
Provide Business Units with
Innovative IT Solutions
Maintain a
Reliable IT
Infrastructure
Develop Strategic & Functional IT
Competencies
Develop Effective Decision
Support SystemPropose and Deliver
Transformational Applications
Enhance IT Tools that Enhance the
IT Function
Promote Customer-focused
Culture
IT Internal Process
Learning & Growth
FINANCE STRATEGY MAP TEMPLATEFINANCE STRATEGY MAP TEMPLATE
Optimize Financial Efficiency
Drive Long term
Shareholder Value
Enhance Finance Effectiveness on
Enterprise OutcomeFinancial
Customer
Deliver Responsive & Efficient
Finance Operations
Provide Clear & Reliable Required
Disclosure
Achieve Finance
Process
Excellence
Develop Strategic & Functional
Finance Competencies
Develop Financial
Information to
Improve Decision Making
Ensure Compliance
with Regulatory
Requirements
Use Technology to Improve
Financial Information
Delivery
Finance Internal
Process
Learning & Growth
Promote Customer-focused
Culture
MARKETING STRATEGY MAP MARKETING STRATEGY MAP
TEMPLATETEMPLATE
Optimize Marketing Efficiency
Drive Long term
Shareholder Value
Increase Sales
RevenueFinancial
Customer
Create Satisfied and Loyal
Customers
Enhance Brand
Image
Develop Innovative
Marketing
Communication
Program
Develop Strategic & Functional
Marketing Competencies
Develop
Marketing Business
Intelligence
Accelerate
New Product
Development
Ideas
Enhance Technology
for Marketing
Foster Creative Thinking &
Innovative Solutions
Internal
Process
Learning & Growth
Develop Effective
Customer Relation
Management
REFERENCESREFERENCES
1. Robert Kaplan and David Norton, Strategy
Map : Converting Intangible Assets into
Tangible Outcomes, HBS Press
2. Robert Kaplan and David Norton, Alignment :
Using the Balanced Scorecard to Create
Corporate Synergies, HBS Press
COMPETENCY-BASED PERFORMANCE MANAGEMENT
INDIVIDUAL PERFORMANCE INDIVIDUAL PERFORMANCE
ELEMENTELEMENT
Individual Performance Individual Performance
elementselements
has two main categories:has two main categories:
1. Performance Results: Hard or
quantitative aspects of performance
(result)
2. Competencies: It represents soft or
qualitative aspects of performance
(process)
INDIVIDUAL PERFORMANCE INDIVIDUAL PERFORMANCE
ELEMENTELEMENT
1.1. Performance Performance Results ScoreResults Score
22. . Competencies Competencies ScoreScore
Overall ScoreOverall Score
22. . Competencies Competencies ScoreScore
Will determine the employee’s
career movement, and also the
reward to be earned
ELEMENT # 1 : PERFORMANCE ELEMENT # 1 : PERFORMANCE
RESULTSRESULTSNo. Main Performance Target Target to be
Achieved1 Conduct an assessment of the All employees submit their performance assessment form
employee's performance on time
2 Improve the system for Target : completed 100 % performance assessment in November 2008
3 Conduct training activities Target : to conduct 6 training modules 3 Conduct training activities Target : to conduct 6 training modules in one year
4 Carry out on the job training Target : 90 % of the total employees activities who attend the training
experience an increase in skill and knowledge
Target should be measurable and specific
ELEMENT # ELEMENT # 2 : COMPETENCIES2 : COMPETENCIES
Basic Intermediate Advanced Expert
Actively listens, and clarifies
understanding where required, in order
to learn from others.
Actively listens, and clarifies
understanding where required, in order
to learn from others.
Actively listens, and clarifies
understanding where required, in order
to learn from others.
Actively listens, and clarifies understanding where
required, in order to learn from others.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and formulates messages
accordingly.
Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information.
Responds promptly to other team
members’ needs.
Balances complementary strengths in
teams and seeks diverse contributions
and perspectives.
Actively builds internal and external
networks.
Builds internal and external networks and uses
them to efficiently to create value.
Competency : CollaborationCompetency : Collaboration
Involves teams in decisions that effect
them.
Uses cross functional teams to draw
upon skills and knowledge throughout
the organization.
Uses cross functional teams to draw upon skills and
knowledge throughout the organization.
Encourages co-operation rather than
competition within the team and with
key stakeholders.
Builds and maintains relationships
across The company.
Drives and leads key relationship groups across The
company.
Manages alliance relationships through complex
issues such as points of competing interest.
Ensures events and systems, eg IT, for
collaboration are in place and used.
Draws upon the full range of relationships
(internal, external, cross The company) at critical
points in marketing and negotiations.
ASSESSING COMPETENCY THROUGH ASSESSING COMPETENCY THROUGH
ASSESSMENT CENTERASSESSMENT CENTER
Assessment Center Characteristics:Assessment Center Characteristics:
• A standardized evaluation of behavior based on multiple inputs.
• Multiple trained observers and techniques are used.
• Judgments about behaviors are made, in major part, from specifically developed assessment simulations.
• These judgments are pooled in a meeting among the assessors or by a statistical integration process
TYPES OF TEST IN ASSESSMENT TYPES OF TEST IN ASSESSMENT
CENTERCENTER
• In-trays or in-baskets involve working from the
contents of a manager’s in-tray, which typically
consists of letters, memos and background
information. You may be asked to deal with
paperwork and make decisions, balancing the
volume of work against a tight schedule.
In-Basket
Exercise
volume of work against a tight schedule.
• In a role play, you are given a particular role to
assume for a certain task. The task will involve
dealing with a role player in a certain way, and
there will be an assessor watching the role play.
Role
Simulation
TYPES OF TEST IN ASSESSMENT TYPES OF TEST IN ASSESSMENT
CENTERCENTER
• You may be required to make a formal presentation
to a number of assessors. In some cases this will
mean preparing a presentation in advance on a
given topic. In other cases, you may be asked to
interpret and analyse given information, and present
a case to support a decision.
Presentation
• In a fact-finding exercise, you may be asked to
reach a decision starting from only partial
knowledge. Your task is to decide what
additional information you need to make the
decision, and sometimes also to question the
assessor to obtain this information.
Fact-Finding
Exercise
TYPES OF TEST IN ASSESSMENT TYPES OF TEST IN ASSESSMENT
CENTERCENTER
• Group exercises are timed discussions, where a
group of participants work together to tackle a
work-related problem. Sometimes you are given a
particular role within a team, for example sales
manager or personnel manager. Other times
Group
Discussion
manager or personnel manager. Other times
there will be no roles allocated. You are observed
by assessors, who are not looking for right or
wrong answers, but for how you interact with
your colleagues in the team.
COMPETENCY ASSESSMENT AND COMPETENCY ASSESSMENT AND
RATING RATING
Competency ScoreResults of
Observation
Through the Through the
Assessment Center
RECOMMENDED FURTHER RECOMMENDED FURTHER
READINGSREADINGS
1. Paul Green, Building Robust Competency, John
Wiley and Sons
2. David Dubois, Competency-based HR 2. David Dubois, Competency-based HR
Management, Black Publishing
MONITORING KPIs and KRAs USING THE BSC STRATEGIC MAP
DASHBOARDDASHBOARD
BSC Report as of ___________
Navigation: Click on
ovals to view objective measures
Fin
an
cia
lC
ust
om
er
Vision Statement
Mission:
Strategic Theme 2 Strategic Theme 4Strategic Theme 1
Strategic Theme 3
F1: Financial Objective 1
F3: Financial Objective 3F2: Financial Objective 2
F0: Top Financial Objective (Tab F0_1,
C1: Customer Objective 1
C3: Customer
Objective 3
P8: Process P7: Process Objective P4: Process
C2: Customer Objective 2C4: Customer Objective 4.
P3: Process Objective 3
Pe
op
leIn
tern
al
Pro
cess
es
People statement
L1: Learning/People
Objective
L2: Learning /
People ObjectiveL4: Learning / People
Objective
L5: Learning / People
Objective
L3: Learning / People
Objective
P2: Process Objective
P1: Process Objective
P8: Process
Objective
P9: Process Objective
P10: Process Objective
P7: Process Objective P4: Process
Objective
P6: Process Objective
P5: Process Objective
P11: Process
Objective