PeranceManagement.ppt

PanelThree OrganizationalDesignAnalysisPerformanceManagementPerformanceManagementBestPracticeResearch Physical Employees Customers Organizational Financial customerschannelsalliances employeessupplierspartners cashreceivablesdebtinvestmentsequity landbuildingsequipmentinventory leadershipstrategyknowledgevalues brandinnovationsystemsprocess OldEconomy NewEconomy PerformanceManagementOverview OrganizationstransitioningintoaNewEconomyplayermustdevelopmeasuresthatexpandbeyondtraditionalfinancialstatementassets i e physicalandfinancial tonon financial intangibleassets i e organization customersandemployees totrulyunderstandthevalueandsuccessofthecompany PerformanceManagementOverview PerformanceManagementisasystemiclinkbetweencompanystrategy resources andprocesses Organizationwideincentivesandkeyperformanceindicators KPI shouldbealignedtotoplevelstrategiestoensureleadershipdirectionisinherentinalldailyactivitiesandprocesses PerformanceManagementOverview KPI saremeasuresofperformancedevelopedtomonitortheprogresstowardstheachievementofstrategyandtheultimatecreationofvalue Inordertobeeffective keydriversandperformancemeasuresshouldbebalancedacrosscost qualityandtimecomponentsandhavethefollowingcharacteristics CharacteristicsKeyQuestionsLinkedtoobjectivesCanthemeasurebealignedwithanobjective ControllableCantheresultsbecontrolledorsignificantlyinfluencedunderaspanofresponsibility ActionableCanactionbetakentoimproveperformance SimpleCanthemeasurebeeasilyexplained CredibleIsthemeasureresistanttomanipulation IntegratedCanthemeasurebelinkedbothdownandacrosstheorganization MeasurableCanthemeasurebequantifiedandisitcost effectivetocollect SetMeasuresandTargets RewardandCoach PlanandExecute MonitorandEvaluate Objective Whatdowewanttoachieve Processoutcome Howdowesetthedirection PerformanceMeasuresSIMPLE FEW andFOCUSED Whatisgettinginourway People Culture NewthinkingBusinessprocesses ReengineerTechnology Invest Howmuchprogressarewemaking TrendsExceptionreportingTopmanagementattention Areweencouragingtherightbehavior IntegrationintocareerdevelopmentFocusdesiredbehaviorsIncentivecompensationSuccessFactor basedappraisal Theperformancemanagementframeworkisdesignedtofacilitatethelinkbetweenorganizationobjectivesandtheidentifiedmeasuresandtargetsinordertodrivebehaviorsconsistentwithorganizationgoals PerformanceManagementOverview PerformanceManagementFrameworkComponents Theteamwillusethefollowingtemplatetofacilitatetheperformancemanagementprocess Vision Mission Values Howdowesetdirection Tools Whatneedstobeinplacetoenablethemeasures PerformanceMeasures Howmuchprogressarewemaking OrganizationMeasures StrategicDrivers Whatdowewanttoachieve CoreProcesses CriticalLevers Howwillwegetthere Whoarewe Howwillwegetthere Example CriticalLevers CoreProcesses Performqualitywork Developsalesstrategies FacilitateCrosssellingopp Consistentperf framework Salesefficiency Chargability Internalcost Provideemployeebenefits Activelyseektoprecruits Focusonnewprocessdev InvestmentinPDinitiatives Employeetraining Newclientdevelopment Annualreviewprocess Risksmart Partnersalesstrategies Newleadinitiation Employeebenefitinitiatives Newhirerecruiting Developresearcharticles Measures AveragescoreonclientsatisfactionsurveyRevenuefromstrategicclientsasa oftotalrevenue ofstrategictargetsthatarecurrentclientsRevenuegrowth retentionperannumofA B ratedpeopleAveragescoreonemployeesatisfactionsurveyquestions NumberofcontributionsacceptedtoKnowledgeSpaceRevenuefromnewsolutionsROIformajorinvestments newproducts acquisitions OutputscoreontheGlobalConsistencyIndex compliancewithglobalpolicies executionofglobalstrategy etc Teaming cross servicecategoryfees BrandIndexscore Developnewmethodologies Branddevelopment EarningsperunitAdjustedproformaearningsasa ofrevenue ofrepeatclientrevenueasa oftotal StrategicDrivers Clients People KnowledgeandSharing OneFirm Financial OrganizationalMeasures Whoarewe Vision Mission Values Tobethepremiertechnologysolutionsprovidertothefinancialservicesindustry ContinuousimprovementInnovationCustomerfirstInvestmentinemployeesOther Tohelpourcustomersinthefinancialservicesindustryachievecompetitiveadvantagesintheirmarkets Howdowesetdirection Vision Mission Values Tobethepremiertechnologysolutionsprovidertothefinancialservicesindustry ContinuousimprovementInnovationCustomerfirstInvestmentinemployeesOther Tohelpourcustomersinthefinancialservicesindustryachievecompetitiveadvantagesintheirmarkets StrategicDrivers Financial Physical Organizational Customers KeyQuestions Whatarethekeyactionsthatwillenableustoaccomplishourvision missionandvalues Howdotheseactionsrelatetobothtraditionalandneweconomyassets Employees Whatdowewanttoachieve OrganizationMeasures StrategicDrivers Financial Physical Organizational Customers Profitability ReturnonInvestment Marketawareness Customersatisfaction Employeesatisfaction Employees KeyQuestions Whataretheorganizationaloutputsthatenableustomeasureourstrategicsuccess Howdowemanageandmeasureourbusiness CriticalLevers Howwillwegetthere CoreProcesses OrganizationMeasures Profitability Returnoninvestment Marketawareness Customersatisfaction Employeesatisfaction KeyQuestions Whatarethecriticalleversthatdrivetheseorganizationmeasures Whatarethecoreprocessesthatsurroundtheselevers Whatmeasuresexisttohelpcontrolandmonitorperformance WhatdoesMetTechnologiesneedtodotobesuccessful Draft Vision Mission Values Tobethepremiertechnologysolutionsprovidertothefinancialservicesindustry ContinuousimprovementInnovationCustomerfirstInvestmentinemployeesOther Tohelpourcustomersinthefinancialservicesindustryachievecompetitiveadvantagesintheirmarkets Strategicobjectives Increaseprofitability Investinleadingedgetechnologies Buildbrandandmarketawareness Provideaconsistent highqualitycustomerexperienceacrossallchannels Attractandretaintopperformers Financial Innovation Productivity Berecognizedasanenablerofinnovativesolutions Clients Createalliancesthatbringleadingsolutionstoourclients Attractnewclients Maximizeproductivityinthedeliveryofallproductsandservices Employees Effectivelymanageinternalcustomers Builddeepfunctionalandtechnicalskillsdemandedbythemarket Maximizeshareholdervalue Maximizeproductivityofproductdevelopment Provideefficientandtimelyclientsupport Maximizeretentionofexitingclientbase Increaseproductpenetrationofexistingclients Howdowemeasurestrategicsuccess Draft OrganizationMeasures Vision Mission Values Tobethepremiertechnologysolutionsprovidertothefinancialservicesindustry ContinuousimprovementInnovationCustomerfirstInvestmentinemployeesOther Tohelpourcustomersinthefinancialservicesindustryachievecompetitiveadvantagesintheirmarkets StrategicDrivers Financial Innovation Productivity Clients RevenueCAGR Returnonstrategicproductinvestment KnowledgeSharing Clientsatisfaction Employeesatisfaction Employees OperatingMargin ofnewproductsandfeatures Marketawareness Numberofnewclients Employeeretention Rev NIperemployee Forecastaccuracy EPS ROI ROE Avgprice costperproductunit investedinsoftwaredevelopment investedininfrastructure e g network computers Marketshareofnewproducts Utilizationofprof srvc andconversions Throughputefficiency Newproductspeedtomarket Callcenterproductivity Saleseffectiveness ApplicationDevelopmentefficiency Clientretention Contractvalue Marketshare position Productpenetrationwithinexistingclients Sellthrougheffectiveness Hiringeffectiveness Trainingeffectiveness Employeeattraction Communicationeffectiveness EBITDA PerformanceManagementBestPracticeResearch BestPracticeResearch ArthurAndersen sproprietarybestpracticesperformancemeasureresearchdemonstratedthefollowingresults MalcolmBaldrigeNationalQualityAwardWinningCompaniesXeroxBusinessServicesDanaCommercialCreditSolectronADACLaboratoriesGraniteRockMotorolaFederalExpressAmerica sMostAdmiredCompanies FortuneMagazineDellGEMerckOtherManufacturingCompaniesMerckRhone PoulencRorerBaxterJohnson JohnsonBristol MyersSquibbPfizerCoca ColaSears Thefollowinglistoforganizationswereanalyzedaspartofbestpracticesresearchprocess BestPracticeResearch BusinessServices CoreCompetencies DocumentOutsourcingServices CustomizedDocumentSolutions Quality LeadershipthroughQuality Philosophy AnnualEmployeeMotivationandSatisfactionSurvey Post InstallSurveys Retention CustomerSatisfaction Customerforums ByCustomer ByProduct ByMarket ByChannel ByCountry QualityImprovementProcess ProblemSolvingProcess ContinuousImprovement EmployeeSatisfaction ProfitableRevenueGrowth StandardsofPerformancecharts CustomerSatisfactionMeasurementSurveys PersonalLearningPlans CustomerandMarketSegmentation TakingAction Process ManagingforResults Process AnnualReview Touseworkprocessesthatareworldclass andmakeourcustomersthecenterofeverythingthatwedo Mission Drivers Wearepassionateaboutourcustomers Webaseourbusinessoncontinuousimprovement Wearecommittedtocontinuouslearning Values StrategicObjectives SupportingtheCoreCompetencies FinancialResults Toprovideworldwideresponsivenesstoourcustomersbyofferingthehighestquality lowesttotalcost customizedintegrateddesign supplychainmanagementandmanufacturingservicesthroughlongtermpartnershipsbasedonintegrityandethicalbusinesspractices Mission Drivers CoreCompetencies StrategicObjectives SupportingtheCoreCompetencies AdvancedManufacturingTechnology CustomerFirstRespectfortheIndividualQualitySupplierPartnershipBusinessEthicsShareholderValueSocialResponsibility Values ElectronicsDesign ManufacturingServices ProductQuality ProcessCapability StockholderSatisfaction Recycling Involvement Contributions Compliance EmployeeOpinionSurvey ManufacturingPerformanceandDelivery TestandInspectionYields LostTimeperEmployee Absenteeism EarningsperShare ReturnonAssets ProfitbeforeTax Revenue CustomerReturnRate CustomerSatisfactionIndex OverallEvaluationofSolectron CustomerConfidence Turnover CustomerSatisfaction MarketShare EnvironmentalFriendliness EmployeeHealthandSafety CommunityInvolvement StrategicSupplierRelationships SupplierRejectRates SupplyQualityandAssurance EmployeeSatisfaction Tobethebestelectronicsdesignandmanufacturingservicecompanyintheworld CustomerlikelytoRecommendSolectron CustomerSatisfactionIndex ProfitbeforeTaxperEmployee BenchmarkingagainstotherworldclassorganizationsandinternalSolectroncouncils Vision ByCustomer ByProduct ByMarket ByChannel ByCountry Individualdignityprogramsurvey CoreCompetencies Quality Brandname Innovativeproducts Totalcustomersatisfaction Totalcycletime 10 1 1 10monthswork 1monthvacation 1monthtraining CustomerSatisfaction ByCustomer ByProduct ByMarket ByChannel ByCountry Quality EmployeeSatisfaction ofemployeesinParticipativeManagementProgram Tobeagloballeaderinprovidingintegratedcommunicationssolutionsandembeddedelectronicsolutions Mission Drivers Values StrategicObjectives SupportingtheCoreCompetencies SalesGrowth Shareholder Profit Marketshare Sixsigma Costpertransaction Customerretention Employeeretention Employeeattraction Defectperopportunity GrossMargin UnitVolume Sales MarketShare NewProducts Assetturnover Fixedassetdepreciation Capitalexpenditures Employeesurveyresults OperatingMargin NetIncomeMargin RONA TSR CoreCompetencies Work Outs Globalization eBusiness Services servicesvs products Tomeasuretheparametersofthecustomer sneedsandprocessesandworktowardszerovariabilityinservingthem Variationisevilinanycustomer touchingprocess Mission Drivers Values StrategicObjectives SupportingtheCoreCompetencies SixSigmaQuality suppliersonline Quickmarketintelligence QMI defects Marketshare Eliminationofvariance ofemployeestrainedinsixsigma Assetutilization outputperunitofallinputs Humancapitalidentificationandretention productivitygainfromnewequipment vs newideas Ratioofplantandequipmentspendingtodepreciation Benchmarkingothercompanie