<Insert Picture Here> Balanced Scorecard Implementation at UniCredit Tiriac Bank
|
|
- Melissa Stanley
- 8 years ago
- Views:
Transcription
1 1
2 <Insert Picture Here> Balanced Scorecard Implementation at UniCredit Tiriac Bank Jann Tadorian Contact: Managing Partner Inplenion Business Consulting International mobile:
3 Agenda What is the Balanced Scorecard? <Insert Picture Here> How to implement a Balanced Scorecard Project? Unicredit Tiriac Bank Example Overview Oracle Strategy and Scorecard Solution Q&A 3
4 Agenda What is the Balanced Scorecard? <Insert Picture Here> How to implement a Balanced Scorecard Project? Unicredit Tiriac Bank Example Overview Oracle Strategy and Scorecard Solution Q&A 4
5 What is the Balanced Scorecard? A KPI A Report? System? A Fashion? It s a Management System! 5
6 Honestly Do you have a clear formulated mission, vision and strategy in your company? Are the BU strategies aligned with the company strategy? Is there a discussion on strategy implementation within your management meetings? How much time do you spend on it? Are your personal goals (MBO) aligned with the company strategy?...are the projects clearly approved and prioritized according to their strategy contribution? Are you sure that your management reporting reflects the status of your key success factors or the strategy implementation? 6
7 Company Challenges : Strategy Execution The People Barrier Only 25% of managers have incentives linked to strategy The Vision Barrier Only 5% of the work force understands the strategy 9 of 10 companies fail to execute strategy The Management Barrier 85% of executive teams spend less than one hour per month discussing strategy The Resource Barrier 60 % of organizations don t link budgets to the strategy Today s management Systems Were Designed to Meet the Needs of Stable Industrial Organizations That Were Changing Incrementally You Can t Manage Strategy With a System Designed for Tactics 7
8 What is needed for a successful Strategy Execution? Objectives + Competencies + Actions + Resources + Motivation + Information = Intendent Change Objectives + Competencies + Actions + Resources + Motivation + Information = Confusion Objectives + Competencies + Actions + Resources + Motivation + Information = Anxiety Objectives + Competencies + Actions + Resources + Motivation + Information = unsuccessful Implementation Objectives + Competencies + Actions + Resources + Motivation + Information = Frustration Objectives + Competencies + Actions + Resources + Motivation + Information = Little Change Objectives + Competencies + Actions + Resources + Motivation + Information = Chaos 8
9 The Balanced Scorecard! Increased Clarity Customer Kundenperspektive / Market To achieve our vision, how must wir für we unsere look to Kunden our customers zu verwirklichen?"? Better Committment Finanzielle Financial Perspektive If we succeed, Was leisten how wir will für we unsere Kapitalgeber, um den look to finanziellen our Shareholders Erfolg zu? erhöhen? Vision/ Strategy Learning Mitarbeiter/Lern & Growth - und Entwicklungsperspektive To achieve process excellence Wie können wir durch how must Innovation our organization und Lernen unseren Beitrag zur Wert - schöpfung learn and improve verbessern?"? Better Balance Processes Struktur - und Prozessperspektive To satisfy our customers, at optimiert which processes werden, um must zufrieden we excel zu stellen?? Implementation is controllable 9
10 The Balanced Scorecard Story! Source: Kaplan/Norton
11 The Reasons for BSC implementation? Support of a successful Strategy Implementation 69% 24% 6% 1% Better Communication of the Strategy 59% 33% 6% 2% Enhancement in «Cause & Effect Relations» Thinking 43% 43% 10% 4% Put in place of a common Strategy Understanding 61% 24% 13% 2% Better Objective Accountability 43% 35% 18% 4% Very important Relatively important Little importance Not important Improvement of the Organization Learning 20% 42% 28% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Source: Study 100 x BSC, Horváth & Partners 11
12 Agenda What is the Balanced Scorecard? <Insert Picture Here> How to implement a Balanced Scorecard Project? Unicredit Tiriac Bank Example Overview Oracle Strategy and Scorecard Solution Q&A 12
13 The Balanced Scorecard House BSC Project Management (A) Business Content Information Technology Strategic BSC SW Data Foundation Model Solution Management (B) (C) (D) (E) Change Management (F) 13
14 Project Management (Module A) Project Initialisation Clarify Starting Point Buy in Top Management Project Organisation Core Team Sponsor (CFO) Steering Commitee Projectsteering Clarify Objectives Work Group (Content) Work Group (Technical) Project Execution Project Plan Project Organisation Project Documentation Project Plan Modul A Modul B Modul C Modul D/E Modul E Kick Off Woche Project Management Strategic Foundation BSC Architecture SW/Data Management Change Management Jan Projektstart Kick Off: , (1/4 Tag) Klärung Ausgangslage Klärung Zielsetzung Teilnehmer: alle Feb Mar Apr Mai Workshop1 Workshop 2: ( , 1/2 Tag) Ausarbeitung strategische Ziele Entwicklung Ursache-/ Wirkungsbeziehung Teilnehmer: Core team/alle Workshop2 Workshop 1: (4.2.03, 1/2 Tag) Klärung und Erläuterung Leitbild Stakeholderanalyse Teilnehmer alle Workshop3 Sitzung 1: (18.2,1/4 Tag) Verabschiedung Ziele u. Ursache-/Wirkungsbeziehungen Workshop3 Workshop 3: ( , 1 Tag) Definition Messgrössen Definition Aktionen Teilnehmer: Core team/alle Workshop 4: ( , 1/2 Tag) Definition Zielwerte u. Verantwortlichkeiten Teilnehmer: alle Sitzung 3: (20.3,1/2 Tag) Verabschiedung Zielwerte u. Verantwortlichkeiten u. BSC Konzept Sitzung 2: (11.3,1/4 Tag) Verabschiedung Messgrössen u. Aktionen Workshops Meeting Steering Comitee 14
15 Strategic Foundation (Module B) Markets/Products Vision - Strategy - Check SWOT Competitors Vision Actual/ Future Internal View Strengths Weaknesses External View Opportunities Threats Deficits Gaps Strategy: Strategic Priorities Common Strategy Understanding 15
16 Balanced Scorecard Model (Module C) Strategic Objectives Strategy Map Shop Sustainable Growth Operational Excellence Financial Improve Profitability Cause and Effect Chain Increase Revenue Improve Cost Structure Improve Asset Utilization (Strategy MAP) Customer Acquire New Customers Retain Existing Customers Improve Customer Profitability KPI s Owners Targets Processes Potential Enhance Advertising Effectivity Quality of Product Presentation Balanced Scorecard Offer an Optimal Customer Value Proposition Optimize Supply Management Optimize Product Availability A Class Supplier Perspectives Strategic Objectives KPI s Targets Improve Employee 2003 Develop further the Enhance Accessibility of Competencies and Customer Focussed Improve Profitability EBITDA Relevant 18% Customer Motivation Attitude 80 Information % Financials Improve Cost structure Force Growth Improve Capital Expenditures % Gesamtkosten vom Umsatz % Vertriebs- und Verwaltungskosten Gesamtumsatz ROI 7 % 900 Millionen Euro 12% Initiatives PR- Projekt Shop UP- Projekt Acquisition New Customers Anzahl Neukunden + 5 % Initiatives Customer/Market Bind Customers Optimal Value Proposition Churn Rate CSI 2% 80 Indexpunkte Processes Focus on A Classe Supplier Improve Product Presentation % Anteil der Produkte von A Klasse Lieferanten Produkt-Visualisierungsindex 80 % 85 Indexpunkte Einführung eines Lieferantenbewertungssystems Potentials Use new Medias Improve employee Motivation and Competencies Bestellvorgänge über Internet Austritte von Key Employees Mitarbeiterbefragungswerte % 3% 85 % Indexwerte Einführung Mitarbeiterbefragung Feedbacksysteme überarbeiten Balanced Scorecard 16
17 Potencial Process Customer Finance Balanced Scorecard Model (Module C) 1 2 Strategic Priorities BSC 3 4 Documents Cause and Effect Chains+ Explanations Financial Perspective Improve W.C.-ratio Customer Perspective Establish innovator image Strategic Objectives + Explanations Process Perspective Improve strategic akquisition process Learning & Growth Perspective Create global group thinking of local management Strategic Initiatives KPI s and Target Values Strategic goal: Story of Strategy Measurement: Definition/Formula: DEFINITION: FORMULA: Data source: Documentation of strategic goals and corresponding KPI s Strategic goal definition (What shall be reached?): Definition by negative separation (What does not the mean?): strategic goal Goal-No.: P 3 Upper level strategic goal: none Person responsible for strategic goal: Measurement No.: P 3.1 Corporate level: 1 Person responsible for result: Person responsible for reporting: Frequence of reports: Person responsible for data: Frequence: 17
18 BSC Model: Translate Strategy into Action (Module C) 18 18
19 Balanced Scorecard Solution (Module D) BSC Logic Presentation Content Navigation Different Data Inputs Easy Maintenance Company-wide Distribution 19
20 Data Management (Module E) Datasources Data Management Architecture Scorecard User Data Transformation Application Web Interface Data Quality Assurance BSC Application SW - Datatransfer Interfaces DWH Administration & Support Loading Data Business Divisions Quality Assurance KPI Data Mart KPI Interface Data Input Manual Interface (Web Application ) ERP Cubes Excel Slide 9 20
21 Change Management (Module F) Communication Mobilisation Information Training Integration in Management System BSC Review Process MBO Incentive System 21
22 Agenda What is the Balanced Scorecard? <Insert Picture Here> How to implement a Balanced Scorecard Project? Unicredit Tiriac Bank Example Overview Oracle Strategy and Scorecard Solution Q&A 22
23 A Major Banking Group UniCredit Group at a glance* Employees: ~162,000 Customers: ~ 40 million Branches: ~ 10,000 Total assets: ~ EUR 1tn Banking operations in 22 countries International network spanning ~50 countries Global player in asset management: ~ 86 bn in managed assets Market leader in Central and Eastern Europe leveraging on the region s structural strengths *Data as of June 2010, UniCredit Group site 23
24 UNICREDIT TIRIAC BANK AT A GLANCE* ~ 3,000 employees Over 500,000 clients 234 branches 20.5 bn RON total assets *at 30 June
25 OUR GROUP MISSION We UniCredit people are committed to generating value for our customers. As a leading European bank, we are dedicated to the development of the communities in which we live, and to being a great place to work. We aim for excellence and we consistently strive to be easy to deal with. These commitments will allow us to create sustainable value for our shareholders
26 Balanced Scorecard Project January February March April May June July August Start Project Initialization Workshops round WS round 1 ready BALANCED SCORECARD CONCEPT Workshops round 2 Consistency Check WS round 2 ready BSC Concept Ready Inplenion Support and coach implementation Start Installation Project Initialization Design Design ready SCORECARD IMPLEMENTATION Build Test & Training Build ready Migr. PROD T&T ready Go Live Post Production Support January February March April May June July August 26
27 Strategic Check BSC Content Elaboration Definition and Linkage of Strategic Objectives Definition of Strategic Measures Definition of Target Values Definition of Strategic Initiatives Priorisation and Budgeting of Strategic Initiatives Finance Customers Processes Potentials WS 1: Strat.Objectives, Cause-and-effectchain WS 2: KPI s, Target Values and Strat. Initiatives WS 3: Initiative Priorization and Budgeting 27
28 BSC Rollout Structure Rollout Type OWN A Entity has an own strategy as starting point for the BSC elaboration DERIVED BSC B BSC elaboration is derived from Superior BSC and some own strategic input MIX C Financial and L&G perspectives use objectives from superior BSC; individual objectives for customer and process perspective are included. STANDARD D Same strategic objectives and KPI's as superior BSC but with own target values (e.g. Branch) STRATIGIC INITIATIVES E No BSC is elaborated. Only strategic initiatives are defined as contribution to the BSC objectives of superior entities. BSC Communication F No BSC is elaborated but the company and department BSC is communicated and explained. BSC Architecture - 13 scorecards OWN 1. Company DERIVED DERIVED DERIVED DERIVED DERIVED DERIVED 2. Retail 3. CIB&PB 4. CFO 5. GBS 6. CRO 7. HR Mix DERIVED 8.Large Corp 14. IT Phase 1 (2010) Mix SI 9. Intl Cl/CBBM Operations Phase 2 (2011) Mix SI 10. Mid Corporate Org Phase 2 (2011) Mix SI 11. PB Fac. Man. Phase 2 (2011) Mix 12. Markets Mix 13. Real Estate SI Fin Adv & Prod SI GTB Criterias for Rollout Type Type A Type F External Customer Relation (E) vs. Internal Customer (I) E I Revenue Center (R) vs. Cost Center (C) R C Strategic Importance H L Contribution to Business Value H L Independency related to other units H L Size of the Unit H L Diversification of unit H L Complexity of Unit L H Legend High (H) Little (L) 28
29 Strategy- and Operational Management Cycle Stage: Adapt/Translate the Strategy 5Y Financial Plan Bank Strategy Map Bank KPIs Bank targets Bank Initiatives Portfolio Identyfy the Stratex portfolio Stage: Align the organization BL/CL strategic maps BL/CL KPI's BL/CL targets BL/CL Initiatives Stage: Plan Operation/ Budgeting Projects prioritization and CAPEX budgeting Operational budget Personal MBO Stage: Monitor & Learn Data collection & validation process in BSC Monthly Operational Review Meetings Quarterly Strategy Review Meetings** Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec The above described integrated and comprehensive closed-loop system links strategic planning with operational planning, execution, feedback, and learning. The system has many moving parts and interrelationships, and it requires simultaneous coordination among all line and staff units. 29
30 Agenda Introduction <Insert Picture Here> What is the Balanced Scorecard? How to implement a Balanced Scorecard Project? Unicredit Tiriac Bank Example Overview Oracle Strategy and Scorecard Solution Q&A 30
31 OSSM Offers Strategy Management Graphic Visualizations of Strategy: Strategy Maps Strategy Trees Cause and Effect Maps Custom Visualizations Scorecards Collaboration Initiatives Threaded Discussions Related Documents Action Links Agents 31
32 OSSM Offers KPI Management Performance Tracking Against Target / Trending Threshold Assessment Ownership Definition Collaboration Threaded Discussions Related Documents Action Links Agents Drill to Analysis Watch Lists 32
33 OSSM Offers An Interactive, Collaborative Environment Dashboard integration Embed scorecard visualizations into dashboards to foster broad interactive analyses KPI Agents To monitor performance even when you can t KPI & Scorecard Actions Align day-to-day decisions with your corporate strategy Annotations & Overrides Collaborate and document exceptions to prevent future recurrences 33
34 Agenda Introduction <Insert Picture Here> What is the Balanced Scorecard? How to implement a Balanced Scorecard Project? Unicredit Tiriac Bank Example Overview Oracle Strategy and Scorecard Solution Q&A 34
Enterprise Performance Management Event for Financial Service Industries
Enterprise Performance Management Event for Financial Service Industries Gain Competitive Advantages through successful Enterprise Performance Management Moscow, 14.3.2012 Jann Tadorian Managing Partner
More informationAT&T Global Network Client for Windows Product Support Matrix January 29, 2015
AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network
More informationIntegrated Performance & Risk Management -
www.pwc.nl Integrated Performance & Risk Management - How Leading Enterprises Manage Performance and Risk D&B Seminar Agenda 1. Introduction and objectives of today s session 2. Insights from the Annual
More informationCOMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
More informationCOMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
More informationDiscussion Outline. A. KPIs Defined. B. Why KPIs Matter. C. KPI Menu. D. Implementation. E. Example KPIs. F. Pitfalls
Discussion Outline A. KPIs Defined B. Why KPIs Matter C. KPI Menu D. Implementation E. Example KPIs F. Pitfalls 1 Key Performance Indicators (KPI s) Defined Periodic assessment of an organization, business
More informationAnalysis One Code Desc. Transaction Amount. Fiscal Period
Analysis One Code Desc Transaction Amount Fiscal Period 57.63 Oct-12 12.13 Oct-12-38.90 Oct-12-773.00 Oct-12-800.00 Oct-12-187.00 Oct-12-82.00 Oct-12-82.00 Oct-12-110.00 Oct-12-1115.25 Oct-12-71.00 Oct-12-41.00
More informationCase 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138. Exhibit 8
Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138 Exhibit 8 Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 2 of 138 Domain Name: CELLULARVERISON.COM Updated Date: 12-dec-2007
More informationRoles: Scrum Master & Project Manager
Roles: Scrum Master & Project Manager Scrum Master: Facilitate collaborative meetings Track team performance Remove impediments (Risk, Issue) Validate team alignment to Agile framework and scope Drive
More informationStephen Doune HRIS Project Manager Plan International
Stephen Doune HRIS Project Manager Plan International Content 1. About Plan International 2. The Challenge 3. The Vision 4. About Assima 5. The Projects 6. The Timeline 7. Partner Selection 8. Key 1st
More informationBuilding an Effective Roadmap
Building an Effective Roadmap Jason Tanner Senior Consultant, Enthiosys Motivated from Within Thank you to our sponsors 2 Agenda What is an effective roadmap? What are roadmap benefits? Why do roadmaps
More informationDaryl Fullerton. Oil & Gas Industry Principal
Daryl Fullerton Oil & Gas Industry Principal How increased visibility into e-invoicing & other P2P KPI Metrics speeds up Invoice Payment while also improving Operator / Supplier Relations PIDX EU Conference
More informationSolid Financial Position Improving Efficiency
Solid Financial Position Improving Efficiency Kim Ignatius CFO, Sanoma Group Sanoma Capital Markets Day 12 October 2009 Solid financial performance improving efficiency Cost reductions Reshaping operations
More informationKapitel 2 Unternehmensarchitektur III
Kapitel 2 Unternehmensarchitektur III Software Architecture, Quality, and Testing FS 2015 Prof. Dr. Jana Köhler jana.koehler@hslu.ch IT Strategie Entwicklung "Foundation for Execution" "Because experts
More informationEnhanced Vessel Traffic Management System Booking Slots Available and Vessels Booked per Day From 12-JAN-2016 To 30-JUN-2017
From -JAN- To -JUN- -JAN- VIRP Page Period Period Period -JAN- 8 -JAN- 8 9 -JAN- 8 8 -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -FEB- : days
More informationControlling at the Deutsche Bundesbank. Christoph Stute, 28-29 March 2012
Controlling at the Deutsche Bundesbank, 28-29 March 2012 Controlling at the Bundesbank Need for controlling at the Bundesbank? Bundesbank is a public institution; not profit-oriented Independent of government
More informationBusiness Plan Example. 31 July 2020
Business Plan Example 31 July Index 1. Business Overview 1.1Objectives 1.2Vision Mission and Values 1.3 Keys to Success 2. Business Management 3. Services 2.1 Company Summary 2.2 Company Ownership 2.3
More informationConsolidating Multiple Product Development Systems at TreeHouse Foods into SAP Product Lifecycle Management
Consolidating Multiple Product Development Systems at TreeHouse Foods into SAP Product Lifecycle Management Kathy Kugelman, TreeHouse Foods Robin Patrawala, Linx-AS SESSION CODE: PL1288 AGENDA About TreeHouse
More informationBearingPoint How to take your Performance Management to the next level
BearingPoint How to take your Performance Management to the next level Geoffrey Bourke 13 th November 2012 Agenda About BearingPoint and our Performance Management expertise BearingPoint Research on Dashboard
More informationCommittee of the Whole. January 22, 2014
Committee of the Whole January 22, 2014 Drivers for 2003 IT Outsourcing Cost savings - privatization model ($2- $3MM/year) Cost avoidance Data center lease with County expiring ($3.5MM) Disaster recovery
More informationLinking Your Business Strategy to
Linking Your Business Strategy to Your Technology Strategy Smart man learns from his mistakes Wise man learns from smart man s mistakes Chinese proverb Webinar Survey What specifically do you want to learn
More informationDriving Operational and Financial Improvements using Balanced Scorecards and Key Performance Indicators
www.pwc.com/ca Driving Operational and Financial Improvements using Balanced Scorecards and Key Mining Minds Introductions Paul Ingram Managing Director, PwC Mining Centre of Excellence, Toronto Business
More informationKey performance indicators
Key performance indicators Winning tips and common challenges Having an effective key performance indicator (KPI) selection and monitoring process is becoming increasingly critical in today s competitive
More informationManaging Open Source Code Best Practices
Managing Open Source Code Best Practices September 24, 2008 Agenda Welcome and Introduction Eran Strod Open Source Best Practices Hal Hearst Questions & Answers Next Steps About Black Duck Software Accelerate
More informationProcess Validation Workshops. Overview Session
Process Validation Workshops Overview Session 2 Session Objectives: Prepare staff for participating in a Process Validation Workshop Clarify the Purpose of Process Validation Workshops Clarify Expected
More informationReacting to the Challenges: Business Strategies for Future Success. Todd S. Adams, Chief Executive Officer Adams Bank & Trust Ogallala, Nebraska
Reacting to the Challenges: Business Strategies for Future Success Todd S. Adams, Chief Executive Officer Adams Bank & Trust Ogallala, Nebraska Adams Bank & Trust Family Owned for 95 Years $525 Million
More informationElegantJ BI. White Paper. Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI)
ElegantJ BI White Paper Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI) Integrated Business Intelligence and Reporting for Performance Management, Operational
More informationInterest Rates. Countrywide Building Society. Savings Growth Data Sheet. Gross (% per annum)
Interest Rates (% per annum) Countrywide Building Society This is the rate of simple interest earned in a year (before deducting tax). Dividing by 12 gives the monthly rate of interest. Annual Equivalent
More informationPATIENT JOURNEY BOARDS
PATIENT JOURNEY BOARDS at Manly, Mona Vale and Hornsby Ku-ring-gai Hospitals Sue Hair : Director of Nursing and Midwifery, Manly Hospital Deb Stewart : Manger Clinical Redesign, Northern Beaches and Hornsby
More informationCorporate Performance Management. Framework, Approach and Challenges Observed
Corporate Performance Framework, Approach and Challenges Observed 16 June 2009 Performance Improvement Agenda Page 1 CPM defined for performance leadership 1 2 CPM framework 6 3 CPM Practical implementation
More informationNAB Community Microfinance. NAB Microenterprise Loans Minimum requirements for business plans
NAB Community Microfinance NAB Microenterprise Loans Minimum requirements for business plans Money Magazine s Best of the Best Awards 2009 judged NAB Microenterprise Loans for the second year running,
More informationIntroduction to Business Intelligence
IBM Software Group Introduction to Business Intelligence Vince Leat ASEAN SW Group 2007 IBM Corporation Discussion IBM Software Group What is Business Intelligence BI Vision Evolution Business Intelligence
More informationChange Management Advisory Council. September, 2010
Change Management Advisory Council September, 2010 Agenda 8:00-8:20: 8:20-8:40: 8:40-9:00: 9:00-9:30: Introduce team; share role of Advisory Council and discussion questions Discuss program overview and
More informationGoldman Sachs Conference. 22 May 2014 1
Goldman Sachs Conference 22 May 2014 1 Delivering growth in shareholder returns BoB Internet and phone in one. Launches Mobile services Launches Fetch TV services First ISP to offer NBN services BoB2 Launches
More informationGOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4
GOVERNING BODY MEETING held in public 29 July 2015 Agenda Item 4.4 APPENDIX A Strategic Planning Process 2016/17 Strategic Planning Process 2016/17 Interlocking processes 5 Year strategic process: reviewed
More informationEmployee performance management in a global setting. Brenda Wilson
Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,
More informationBudget Model Redesign Initiative Stakeholder Discussions
Budget Model Redesign Initiative Stakeholder Discussions February 18, 2014 University of Memphis Budget Redesign Why should the University of Memphis Explore a budget model redesign? Financial Challenges
More informationDen bredeste Service Desk Service Desk konference SOS Forum
Den bredeste Service Desk Service Desk konference SOS Forum Senior Director Morten Østergaard Director Gitte Ryholl Director Lene Dueholm 1 Agenda Intro How Current Status 2 LEGO Service Center: Direction
More informationINVESTOR PRESENTATION DANSKE MARKETS H1 2009/10
INVESTOR PRESENTATION DANSKE MARKETS H1 2009/10 MARCH 2010 Contents Section 1 INTRODUCTION Section 2 FINANCIAL RESULTS Section 3 OPTIMISING OUR REVENUE Section 4 Q&A 2 2 IC Companys Home of Fashion Brands
More informationAccident & Emergency Department Clinical Quality Indicators
Overview This dashboard presents our performance in the new A&E clinical quality indicators. These 8 indicators will allow you to see the quality of care being delivered by our A&E department, and reflect
More informationCollaborative CRM Workshop. 02 Partner Alignment & Project Objectives
Collaborative CRM Workshop 02 Partner Alignment & Project Objectives 1 Collaborative CRM 2005 02 Partner Alignment & Project Objectives Copyright ECR Europe 2005. All rights reserved. Version 7.0 June
More informationWelcome Strategy Leader!
Essentials Guide to Strategic Planning Welcome Strategy Leader! To help close the gap between strategy and execution, we ve created the Essentials Guide to Strategic Planning, which provides an end-to-end
More informationNeed to know finance
Need to know finance You can t hide from it Every decision has financial implications Estimating sales and cost of sales (aka direct costs) Gross Profit and Gross Profit Margin (GPM) Sales cost of sales
More informationA BEST Case: Forecast Improvement Project. A Tale of Two BUs
A BEST Case: Forecast Improvement Project A Tale of Two BUs Green Belt Project Scope: EUR Region Two Business Units with distinct supply chains Goal: Accuracy improvement by Q3 2013 Workshop in Nov 2013
More informationH1 2015 RESULTS INVESTOR PRESENTATION
Transforming MLB into a growing solutions led business with higher quality earnings (ASX : MLB) H1 2015 RESULTS INVESTOR PRESENTATION TABLE OF CONTENTS VISION AND STRATEGY H1 2015 FINANCIALS OPERATIONAL
More informationManaging Projects with Practical Software & Systems Measurement PSM
Managing Projects with Practical Software & Systems Measurement PSM Mauricio Aguiar PSM Qualified Instructor TI Métricas Ltda. Av. Rio Branco 181/1910 Rio de Janeiro, RJ Brazil 20040-007 www.metricas.com.br
More informationHow to develop a small business marketing plan
How to develop a small business marketing plan Introduction This template has been designed to assist you in the development of your marketing plan. Once you have undertaken each of the activities in this
More informationWhat have we achieved so far? MEDIA INNOVATION 2015 IAB AGM STATUS UPDATE
What have we achieved so far? MEDIA INNOVATION 2015 IAB AGM STATUS UPDATE Overview This document will illustrate the current Industry engagement and undertakings that have taken place over the last 9 months
More informationRelease of the Draft Cybersecurity Procurement Language for Energy Delivery Systems
Release of the Draft Cybersecurity Procurement Language for Energy Delivery Systems Energy Sector Control Systems Working Group Supporting the Electricity Sector Coordinating Council, Oil & Natural Gas
More informationArticle 4 IT Physician Heal Thyself Building Bridges and Breaking Boundaries
Article 4 Physician Heal Thyself Building Bridges and Breaking Boundaries End to End Service Management A Case Study The Unified Process Framework (UPF) Governance By John Gibert Southcourt This is the
More informationThe Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1
The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is
More informationOne step beyond Change Management, the critical success factor for changing your business
One step beyond Change Management, the critical success factor for changing your business Practical solutions for ending the crisis Bucuresti, 23 Octombrie 2009 Sorin Buga: 4 0755 044134 sorin.buga@ensight.ro
More informationFINANCIAL RESULTS Q1 2016
FINANCIAL RESULTS Q1 2016 CFO Hallvard Granheim 28 th April 2016 Highlights Q1 Increase in underlying results (EBITDA) - Nordic prices are down 15% Q-on-Q - High production from Nordic hydropower assets
More informationReport to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012
Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012 Title of Report: Status: Board Sponsor: Author: Appendices HR Quarterly Report For information Lynn Vaughan, Director of Human Resources
More informationInsights from the Global Chief Marketing Officer Study
Insights from the Global Chief Marketing Officer Study The 2011 Global CMO Study is part of our C-suite Study series encompassing interviews with more than 15,000 C-suite executives 04-05 06-07 08-09 10-11
More informationP/T 2B: 2 nd Half of Term (8 weeks) Start: 25-AUG-2014 End: 19-OCT-2014 Start: 20-OCT-2014 End: 14-DEC-2014
2014-2015 SPECIAL TERM ACADEMIC CALENDAR FOR SCRANTON EDUCATION ONLINE (SEOL), MBA ONLINE, HUMAN RESOURCES ONLINE, NURSE ANESTHESIA and ERP PROGRAMS SPECIAL FALL 2014 TERM Key: P/T = Part of Term P/T Description
More informationP/T 2B: 2 nd Half of Term (8 weeks) Start: 26-AUG-2013 End: 20-OCT-2013 Start: 21-OCT-2013 End: 15-DEC-2013
2013-2014 SPECIAL TERM ACADEMIC CALENDAR FOR SCRANTON EDUCATION ONLINE (SEOL), MBA ONLINE, HUMAN RESOURCES ONLINE, NURSE ANESTHESIA and ERP PROGRAMS SPECIAL FALL 2013 TERM Key: P/T = Part of Term P/T Description
More informationSUMMARY PROFESSIONAL EXPERIENCE. IBM Canada, Senior Business Transformation Consultant
Doreen Funk, MA 191 Discovery Ridge Blvd SW, Calgary Cell: 587-434- 0811 E- mail: dorfunk@hotmail.com SUMMARY Senior management consultant with 20 years of experience in applying strategies and implementing
More informationPerformance Dashboards in Local Government: What, Why, and How?
Performance Dashboards in Local Government: What, Why, and How? City of Portland TriMet TSCC Quarterly Meeting August 18, 2015 Dashboards: An Overview What s Driving the Interest in Performance Dashboards?
More informationOperationalising your business plan. Patrick Burke, Grant Thornton Stephen O'Brien, Guardian Roofs March 2013. 2013 Grant Thornton Ireland.
Operationalising your business plan Patrick Burke, Grant Thornton Stephen O'Brien, Guardian Roofs March 2013 Business planning Agenda Recap on last session Changing competitive landscape Importance of
More informationLeveraging the Microsoft BI Stack to provide a Digital Marketing Dashboard. Chris Kuelbs, Lead Project Manager Polaris Industries
Leveraging the Microsoft BI Stack to provide a Digital Marketing Dashboard Chris Kuelbs, Lead Project Manager Polaris Industries 1 About Polaris Annual 2009 sales of $1.6 billion Polaris designs, engineers,
More informationBei Fragen zu dieser Änderung wenden Sie sich bitte an Ihren Kundenbetreuer, der Ihnen gerne weiterhilft.
FIL Investment Management (Luxembourg) S.A. 2a rue Albert Borschette, L-1246 B.P. 2174, L-1021 Luxembourg Tél: +352 250 404 1 Fax: +352 26 38 39 38 R.C.S. Luxembourg B 88635 Dezember 2014 Wichtige Ankündigung:
More informationEnterprise Risk Management VCU Process
VCU Process What is Enterprise Risk Management? An organization-wide systematic approach to identify and tactically manage risk. A best practice to prioritize risk and implement processes to monitor risk.
More informationAshley Institute of Training Schedule of VET Tuition Fees 2015
Ashley Institute of Training Schedule of VET Fees Year of Study Group ID:DECE15G1 Total Course Fees $ 12,000 29-Aug- 17-Oct- 50 14-Sep- 0.167 blended various $2,000 CHC02 Best practice 24-Oct- 12-Dec-
More informationPrincipal Consultant: Sonya Weiser B.Sc. MBA GAICD
: As the of Weiser Solutions, Sonya Weiser provides business consultancy services that draw on Sonya s extensive Information Technology (IT) industry experience and formal knowledge of corporate governance
More informationP/T 2B: 2 nd Half of Term (8 weeks) Start: 24-AUG-2015 End: 18-OCT-2015 Start: 19-OCT-2015 End: 13-DEC-2015
2015-2016 SPECIAL TERM ACADEMIC CALENDAR For Scranton Education Online (SEOL), Masters of Business Administration Online, Masters of Accountancy Online, Health Administration Online, Health Informatics
More informationPresentation Objectives
Get On-Board with New Employee On-Boarding Aaron Austin, MBA VP of Administration & Chief Human Resources Officer, Saint Joseph Regional Medical Center (South Bend, IN) Jennifer Straw Director of Compensation
More informationDresdner Bank: From Turnaround to Profitability and Growth
Dresdner Bank: From Turnaround to Profitability and Growth Herbert Walter Goldman Sachs Conference Navigating the Sea of Change Puerto Banus, 9 June 2005 Back in the black! Revenues and Cost in EUR bn
More informationSEO Presentation. Asenyo Inc.
SEO Presentation What is Search Engine Optimization? Search Engine Optimization (SEO) : PPC and Organic Results Pay Per Click Ads The means of achieving top search engine results without having to incur
More informationIT Service Portfolio Mgmt @ Credit Suisse
Portfolio Mgmt @ Credit Suisse 3. Swiss Business- & Mgmt Forum 2011 Date: March 23, 2011 Author: Patrick Schärer, Director Credit Suisse AG, Zurich patrick.schaerer@credit-suisse.com Table of Contents
More informationOpen Cloudware Launch Plan. OW2 Management Office
Open Cloudware Launch Plan OW2 Management Office Agenda 1 Message Architecture 2 OpenCloudware _SWOT Overview 3 Success Factors 4 Launch Tasks 5 2014-2015 Draft Schedule 6 KPIs 7 Budget recap. If you are
More informationApotek Hjärtat building the leading pharmacy offering in Sweden. Anders Nyberg CEO Apotek Hjärtat
Apotek Hjärtat building the leading pharmacy offering in Sweden Anders Nyberg CEO Apotek Hjärtat 35 Bn SEK Swedish pharmacy market Market split 2014 Sample products Pricing model Channel presence SEK bn
More informationHow To Motivate Employees To Integrate Marketing
Motivating Employees to Embrace Integrated Marketing A White Paper developed exclusively for based on results of the PMA/Northwestern University ROI of Integrated Marketing Research Project Research Results
More informationNHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK
09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides
More informationBest Practices in Strategic Planning
Best Practices in Strategic Planning Charles Aubrey V.P. Performance Excellence AndersonBrecon An AmerisourceBergen Company 1 Foundation Where do We Begin? 2 HOSHIN KANRI Hoshin Kanri Policy Deployment
More informationFIELD SERVICE TRANSFORMATION AT NORTHUMBRIAN WATER
FIELD SERVICE TRANSFORMATION AT NORTHUMBRIAN WATER James Robbins, CIO, Northumbrian Water Group Tim Burfoot, Programme Director, Northumbrian Water Group Surya Chavali, Principal Consultant, Infosys Oracle
More informationPlanning, Budgeting and Forecasting
MANAGEMENT CONSULTING Planning, Budgeting and Forecasting How is your planning process helping you identify and unlock value? kpmg.co.uk Key considerations How effective and efficient is your organisation
More informationHANDELSBANKEN. Nordic Small/Mid Cap Seminar
HANDELSBANKEN Nordic Small/Mid Cap Seminar JUNE 2010 Contents Section 1 INTRODUCTION Section 2 DEVELOPING IC COMPANYS Section 3 FROM FOUNDATION TO DISTRIBUTION Section 4 OUTLOOK 2 2 IC Companys Home of
More informationCollaborative CRM Workshop. 04 Strategy and Tactics Development
Collaborative CRM Workshop 04 Strategy and Tactics Development 1 Collaborative CRM 2005 04 Strategy & Tactics Development Copyright ECR Europe 2005. All rights reserved. Version 7.0 June 2005 Collaborative
More informationBusiness Plan. Your Business Name
Business Plan Your Business Name Owners Address City, ST ZIP Code Telephone Fax E-Mail Date: Page 2 II. Executive Summary Write this section last. We suggest that you make it one page long; two pages max.
More informationAgile Planning & Metrics That Matter
Agile Planning & Metrics That Matter www.agileforgovernment.com Transformation Strategy & Roadmap Agile & Cultural Training AgilityHealth Assessments Coaching AgileVideos.com About Me Sally Elatta Sally@AgileTransformation.com
More informationPicturing Performance: IBM Cognos dashboards and scorecards for retail
IBM Software Group White Paper Retail Picturing Performance: IBM Cognos dashboards and scorecards for retail 2 Picturing Performance: IBM Cognos dashboards and scorecards for retail Abstract More and more,
More informationCENTERPOINT ENERGY TEXARKANA SERVICE AREA GAS SUPPLY RATE (GSR) JULY 2015. Small Commercial Service (SCS-1) GSR
JULY 2015 Area (RS-1) GSR GSR (LCS-1) Texarkana Incorporated July-15 $0.50690/Ccf $0.45450/Ccf $0.00000/Ccf $2.85090/MMBtu $17.52070/MMBtu Texarkana Unincorporated July-15 $0.56370/Ccf $0.26110/Ccf $1.66900/Ccf
More informationCascading KPIs using the 9 Steps to Success
Cascading KPIs using the 9 Steps to Success BSA uses the proven, disciplined framework, Nine Steps to Success, to systematically develop, implement, and sustain a strategic scorecard systems (see Figure
More informationPractical Approaches to Achieving Sustainable IT Governance
Practical Approaches to Achieving Sustainable IT Governance Beyond Mandates: Getting to Sustainable IT Governance Best Practices Agenda IT Governance Definition IT Governance Principles IT Governance Decisions
More informationPerformance Management and Service Improvement Framework
Performance Management and Service Improvement Framework Author Marcus Evans, Operational Director - Performance and Customer Insight Date: September 2014 Contents Page 1. Introduction 3 2. Strategic ning
More informationThe Balanced Scorecard. Background Discussion
The Balanced Scorecard Background Discussion Contents History and Evolution Important Business Drivers Key Concepts Case Studies & Success Stories 1 Business Intelligence (BI) and Knowledge Management
More informationBrammer Invend TM. > Convenience & simplicity > Reduce consumption > Lower inventory costs > Improve productivity. 28 th July 2015
Brammer Invend TM > Convenience & simplicity > Reduce consumption > Lower inventory costs > Improve productivity 28 th July 2015 Agenda What is Invend? Benefits for Brammer s customers Benefits for Brammer
More informationTraining Pack. Key Performance Indicators - KPI s
Training Pack Key Indicators - KPI s Aims & Objectives Target Audience : Site Management to Team Leaders Purpose of Module :To ensure employees have the skills to quantify impact, and provide timely direction
More informationBT Retail Social Media making it easy for our customers
BT Retail Social Media making it easy for our customers Dawn Walton, GM Central Planning Nigel Elliott, Social Media Channel Manager Kerry Gulloch, Social Media Communities Manager Agenda o How we ended
More informationResource Management Spreadsheet Capabilities. Stuart Dixon Resource Manager
Resource Management Spreadsheet Capabilities Stuart Dixon Resource Manager Purpose Single view of resource data Shows rolling demand vs supply for 14 months, 2 months back, current month, and 11 forward
More informationBased on 2008 Survey of 255 Non-IT CEOs/Executives
Based on 2008 Survey of 255 Non-IT CEOs/Executives > 50% Ranked ITG as very important > 75% of businesses consider ITG to be an integral part of enterprise governance, but the overall maturity level is
More informationKeynote: How to Implement Corporate Performance Management (CPM), Pervasive BI & ROI: Hard & Soft
Atre Group, Inc. Keynote: How to Implement Corporate Performance Management (CPM), Pervasive BI & ROI: Hard & Soft Shaku Atre Atre Group, Inc. 2222 East Cliff Drive, Suite#216 Santa Cruz, CA 95062 831.460.9300
More informationSupervisor s Introduction to the Performance Management Process: Pre-Class Study Materials
Supervisor s Introduction to the Performance Management Process: Pre-Class Study Materials 1 Welcome to the Performance Management Process Overview This brief overview of the Performance Management Planning
More informationManchester City Council Report for Information. Managing Attendance (Real Time Absence Reporting)
Manchester City Council Report for Information Report to: Subject: Overview and Scrutiny Human Resources Subgroup - 25 January 2011 Managing Attendance (Real Time Absence Reporting) Report of: Assistant
More informationWHO S GOT THE BALL? THE CHALLENGE OF ALIGNMENT
1 WHO S GOT THE BALL? THE CHALLENGE OF ALIGNMENT Roger E Olson ASQ 0701 October 30, 2015 2 On Change There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its
More informationLUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK
LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK INTRODUCTION The Municipal Systems Act, 2000, which requires a municipality to establish a performance management system that is: Commensurate with
More information1. Introduction. 2. User Instructions. 2.1 Set-up
1. Introduction The Lead Generation Plan & Budget Template allows the user to quickly generate a Lead Generation Plan and Budget. Up to 10 Lead Generation Categories, typically email, telemarketing, advertising,
More informationwww.pwc.com Business Resiliency Business Continuity Management - January 14, 2014
www.pwc.com Business Resiliency Business Continuity Management - January 14, 2014 Agenda Key Definitions Risks Business Continuity Management Program BCM Capability Assessment Process BCM Value Proposition
More informationEDSA Business Intelligence Strategies
EDSA Business Intelligence Strategies Obtain an effective support for your decisions based on numbers, not on impressions WHAT IS EDSA BUSINESS INTELLIGENCE STRATEGIES? EDSA Business Intelligence Strategies
More information