绩效管理与三代bsc

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Performance Management embedding the Balanced Scorecard typically requires another 3 months Performance Management these activities are then monitored through the Balanced Scorecard review process Balanced Scorecard helps organisations to do the right things , while BEM helps to do things right used together they can ensure that the organisation does the right things right Economic Value Add (EVA) uses specific financial measures to evaluate organisational unit performance Balanced Scorecard s financial perspective can accommodate these particular measures Balanced Scorecard identifies the high level strategic objectives and actions required to deliver these the strategic planning process translate these objectives and actions into detailed implementation plans Performance Management & 3rd Generation Balanced ScorecardPage 21 2GC Limited, 2003. Best Practice Design & Deployment Use multiple Scorecards to align the organisation 26 November, 2002DLO / Balanced Scorecard Project 2002 / Outputs from 2 Day workshop (14 - 15 November 2002)Page 9 2GC Active Management 2GC Limited, 2000 Satisfy HMG OutcomesActivities Defence Logistics Organisation Balanced Scorecard Strategic Linkage Model (draft) Do performance management Improve asset management Improve planning Do customer relationships Improve financial management Sort out the organisation Relationship with suppliers Communicate with external stakeholders Do process reviews Satisfied Front line commands Improved process doing things better In-year financial management Support to current ops Reduce TOCs by 1.225 bn March 2006 DLO has a good reputation Appropriate org. and skills in place Deliver outputs to customers (CSAs) Deliver strategic plan Bought-in goods & services are good value Deliver outputs within budget Training Set up performance management system 26 November, 2002DLO / Balanced Scorecard Project 2002 / Outputs from 2 Day workshop (14 - 15 November 2002)Page 9 2GC Active Management 2GC Limited, 2000 Satisfy HMG OutcomesActivities Defence Logistics Organisation Balanced Scorecard Strategic Linkage Model (draft) Do performance management Improve asset management Improve planning Do customer relationships Improve financial management Sort out the organisation Relationship with suppliers Communicate with external stakeholders Do process reviews Satisfied Front line commands Improved process doing things better In-year financial management Support to current ops Reduce TOCs by 1.225 bn March 2006 DLO has a good reputation Appropriate org. and skills in place Deliver outputs to customers (CSAs) Deliver strategic plan Bought-in goods & services are good value Deliver outputs within budget Training Set up performance management system Top Level External Strategic Factors Second Level Local Strategic Factors 26 November, 2002DLO / Balanced Scorecard Project 2002 / Outputs from 2 Day workshop (14 - 15 November 2002)Page 9 2GC Active Management 2GC Limited, 2000 Satisfy HMG OutcomesActivities Defence Logistics Organisation Balanced Scorecard Strategic Linkage Model (draft) Do performance management Improve asset management Improve planning Do customer relationships Improve financial management Sort out the organisation Relationship with suppliers Communicate with external stakeholders Do process reviews Satisfied Front line commands Improved process doing things better In-year financial management Support to current ops Reduce TOCs by 1.225 bn March 2006 DLO has a good reputation Appropriate org. and skills in place Deliver outputs to customers (CSAs) Deliver strategic plan Bought-in goods & services are good value Deliver outputs within budget Training Set up performance management system 26 November, 2002DLO / Balanced Scorecard Project 2002 / Outputs from 2 Day workshop (14 - 15 November 2002)Page 5 2GC Active Management 2GC Limited, 2000 Defence Logistics Organisation Balanced Scorecard Draft Destination Statement Text 2007/08 FINANCIAL & RESOURCES (FR) FR1 11 votes DLO have reduced total operating costs by at least 1.225 billion achieving an up to 17% reduction in annual output costs from the STP02 baseline (CR to provide figure to update to 2008) FR2 14 votes The value of DLO balance sheet assets is 50% lower than the STP02 baseline FR3 14 votes DLO has 20,000 staff (against STP02 Baseline) with no more than 5% in HQs FR 4 19 votes DLO understands the cost of its outputs and can explain them FR5 4 votes Irreducible spare capacity is 80% utilised by third parties ORGANISATION & CULTURE (OC) OC1 27 votes DLO has reduced layers of management to enable a leaner, flatter less bureaucratic organisation to emerge OC2 4 votes DLO has an effective workforce with high levels of satisfaction and motivation OC3 2 votes DLO has a suitable skill and experience profile to meet current and future business needs OC4 15 votes DLO has defined accountabilities and responsibilities for and between all layers of management (e.g. HQ functions, Service Providers, IPTs) OC5 DLO has responded to and exploited new opportunities and threats EXTERNAL RELATIONSHIPS (ER) ER1 8 votes DLO has achieved its SDA targets (of %) ER1a 8 votes DLO has achieved its CSA targets (of %) ER2 6 votes DLO has delivered the agreed levels of logistic support to current operations ER3 DLO has complied with legislation, departmental regulations, and directives ER4 8 votes DLO has demonstrated year on year increases in the effectiveness and efficiency of its supplier base. ER4a 8 votes DLO has an effective strategic approach to future procurement across the business ER5 12 votes The DLO provides expert logistic advice and operational planning to contribute to MOD decision making ACTIVITIES & PROCESSES AP1 20 votes Performance and risk management is, timely, accurate and objective, and is the basis of decision-making by the DLO Management Board AP2 1 vote DLO has in place capabilities and processes to manage its relationship with key customers, suppliers and other stakeholders AP3 14 votes Coherent end-to-end logistic processes provide the most cost effective support to customers whilst delivering full operational capability AP4 9 votes DLO maintains the optimum decider-provider split to maximise operational capability at minimum cost AP5 6 votes All common DPA-DLO activities have common processes in place AP6 8 votes The DLO has coherent knowledge management and information systems to meet its defined business needs AP7 12 votes DLO has financial systems that allow timely, comprehensive, and accurate financial data including output costing to be widely communicated AP8 1 vote The DLOs STP process properly captures all support costs and we capture STP costs for EP options AP9 6 votes All business change initiatives are presented with full business cases and tracked to ensure benefits are delivered AP10 3 votes All IPTs have costed through life management plans in place AP11 DLO has effective electronic business processes in place AP12 DLO has maximised its opportunities for collaborative support with its allies AP13 The DLO has a business plan that will deliver its strategic plan and logistic vision votes are explained on next page Third Level Local Strategic Factors 26 November, 2002DLO / Balanced Scorecard Project 2002 / Outputs from 2 Day workshop (14 - 15 November 2002)Page 5 2GC Active Management 2GC Limited, 2000 Defence Logistics Organisation Balanced Scorecard Draft Destination Statement Text 2007/08 FINANCIAL & RESOURCES (FR) FR1 11 votes DLO have reduced total operating costs by at least 1.225 billion achieving an up to 17% reduction in annual output costs from the STP02 baseline (CR to provide figure to update to 2008) FR2 14 votes The value of DLO balance sheet assets is 50% lower than the STP02 baseline FR3 14 votes DLO has 20,000 staff (against STP02 Baseline) with no more than 5% in HQs FR 4 19 votes DLO understands the cost of its outputs and can explain them FR5 4 votes Irreducible spare capacity is 80% utilised by third parties ORGANISATION & CULTURE (OC) OC1 27 votes DLO has reduced layers of management to enable a leaner, flatter less bureaucratic organisation to emerge OC2 4 votes DLO has an effective workforce with high levels of satisfaction and motivation OC3 2 votes DLO has a suitable skill and experience profile to meet current and future business needs OC4 15 votes DLO has defined accountabilities and responsibilities for and between all layers of management (e.g. HQ functions, Service Providers, IPTs) OC5 DLO has responded to and exploited new opportunities and threats EXTERNAL RELATIONSHIPS (ER) ER1 8 votes DLO has achieved its SDA targets (of %) ER1a 8 votes DLO has achieved its CSA targets (of %) ER2 6 votes DLO has delivered the agreed levels of logistic support to current operations ER3 DLO has complied with legislation, departmental regulations, and directives ER4 8 votes DLO has demonstrated year on year increases in the effectiveness and efficiency of its supplier base. ER4a 8 votes DLO has an effective strategic approach to future procurement across the business ER5 12 votes The DLO provides expert logistic advice and operational planning to contribute to MOD decision making ACTIVITIES & PROCESSES AP1 20 votes Performance and risk management is, timely, accurate and objective, and is the basis of decision-making by the DLO Management Board AP2 1 vote DLO has in place capabilities and processes to manage its relationship with key customers, suppliers and other stakeholders AP3 14 votes Coherent end-to-end logistic processes provide the most cost effective support to customers whilst delivering full operational capability AP4 9 votes DLO maintains the optimum decider-provider split to maximise operational capability at minimum cost AP5 6 votes All common DPA-DLO activities have common processes in place AP6 8 votes The DLO has coherent knowledge management and information systems to meet its defined business needs AP7 12 votes DLO has financial systems that allow timely, comprehensive, and accurate financial data including output costing to be widely communicated AP8 1 vote The DLOs STP process properly captures all support costs and we capture STP costs for EP options AP9 6 votes All business change initiatives are presented with full business cases and tracked to ensure benefits are delivered AP10 3 votes All IPTs have costed through life management plans in place AP11 DLO has effective electronic business processes in place AP12 DLO has maximised its opportunities for collaborative support with its allies AP13 The DLO has a business plan that will deliver its strategic plan and logistic vision votes are explained on next page Ensuring all Balanced Scorecards add upto deliver higher level needs is a collective responsibility of the level Strategic Linkage Models relate to delivery of the Destination Statement 26 November, 2002DLO / Balanced Scorecard Project 2002 / Outputs from 2 Day workshop (14 - 15 November 2002)Page 5 2GC Active Management 2GC Limited, 2000 Defence Logistics Organisation Balanced Scorecard Draft Destination Statement Text 2007/08 FINANCIAL & RESOURCES (FR) FR1 11 votes DLO have reduced total operating costs by at least 1.225 billion achieving an up to 17% reduction in annual output costs from the STP02 baseline (CR to provide figure to update to 2008) FR2 14 votes The value of DLO balance sheet assets is 50% lower than the STP02 baseline FR3 14 votes DLO has 20,000 staff (against STP02 Baseline) with no more than 5% in HQs FR 4 19 votes DLO understands the cost of its outputs and can explain them FR5 4 votes Irreducible spare capacity is 80% utilised by third parties ORGANISATION & CULTURE (OC) OC1 27 votes DLO has reduced layers of management to enable a leaner, flatter less bureaucratic organisation to emerge OC2 4 votes DLO has an effective workforce with high levels of satisfaction and motivation OC3 2 votes DLO has a suitable skill and experience profile to meet current and future business needs OC4 15 votes DLO has defined accountabilities and responsibilities for and between all layers of management (e.g. HQ functions, Service Providers, IPTs) OC5 DLO has responded to and exploited new opportunities and threats EXTERNAL RELATIONSHIPS (ER) ER1 8 votes DLO has achieved its SDA targets (of %) ER1a 8 votes DLO has achieved its CSA targets (of %) ER2 6 votes DLO has delivered the agreed levels of logistic support to current operations ER3 DLO has complied with legislation, departmental regulations, and directives ER4 8 votes DLO has demonstrated year on year increases in the effectiveness and efficiency of its supplier base. ER4a 8 votes DLO has an effective strategic approach to future procurement across the business ER5 12 votes The DLO provides expert logistic advice and operational planning to contribute to MOD decision making ACTIVITIES & PROCESSES AP1 20 votes Performance and risk management is, timely, accurate and objective, and is the basis of decision-making by the DLO Management Board AP2 1 vote DLO has in place capabilities and processes to manage its relationship with key customers, suppliers and other stakeholders AP3 14 votes Coherent end-to-end logistic processes provide the most cost effective support to customers whilst delivering full operational capability AP4 9 votes DLO maintains the optimum decider-provider split to maximise operational capability at minimum cost AP5 6 votes All common DPA-DLO activities have common processes in place AP6 8 votes The DLO has coherent knowledge management and information systems to meet its defined business needs AP7 12 votes DLO has financial systems that allow timely, comprehensive, and accurate financial data including output costing to be widely communicated AP8 1 vote The DLOs STP process properly captures all support costs and we capture STP costs for EP options AP9 6 votes All business change initiatives are presented with full business cases and tracked to ensure benefits are delivered AP10 3 votes All IPTs have costed through life management plans in place AP11 DLO has effective electronic business processes in place AP12 DLO has maximised its opportunities for collaborative support with its allies AP13 The DLO has a business plan that will deliver its strategic plan and logistic vision votes are explained on next page Cascading is primarily through Destination Statements Performance Management & 3rd Generation Balanced ScorecardPage 22 2GC Limited, 2003. Best Practice Design & Deployment Maintain your Balanced Scorecard For a Balanced Scorecard to continue to be useful over time, several elements must be in place: Reporting tools This needs to be owned, managed and resourced explicitly by the organisation: automation should be a cost-benefitdriven Supporting ongoing use The organisation needs the ability to respond to problems with the use and management of Balanced Scorecard (e.g. train new users) Annual reset capability The organisation needs to be able to resource, manage and co-ordinate periodic updates / reviews of the Balanced Scorecard Evolution of use and implementation The provision for expertise that understands the widerpicture of Balanced Scorecard and how it might integrate with future and current processes and how it can be improved Ongoing Use / Support Evolution of Use and Implementation Reset Capability BSC System Reporting Tools Performance Management & 3rd Generation Balanced ScorecardPage 23 2GC Limited, 2003. Best Practice Design & Deployment Five actions to realise the benefits Strategies must be updated as the internal and external environments evolve Strategic Objectives and Measures must evolve to stay relevant Maintain Balanced Scorecard can be an effective top-down and bottom-up communication tool: Use it to communicate: This is what we expect of you Communicate Balanced Scorecard is a vehicle to drive behavioural change If the status quo is maintained, the Balanced Scorecard is adding little value Act on Only through discussion can the causes and implications of the performance results be fully understood Make it an item on the management agenda! Discuss Performance reports must be regularly reviewed by the accountable management team Anything less is pure bureaucracy! Report LogicRequirement Performance Management & 3rd Generation Balanced ScorecardPage 24 2GC Limited, 2003. Preparing for implementation Section Summary: Not a trivial exercise need to get sponsorship and support at highest level Implementation must involve all managers, so need to get consensus about project before you start Will take at least three months up to 2 years in large / complex organisations so make sure you have time / budget / will power to do this Project design is critical to success Only get one shot at this