Presentation on theme: "Performance Management Using the Balanced Scorecard Approach"— Presentation transcript:
1 Performance Management Using the Balanced Scorecard Approach Office of Quality ManagementOffice of Research ServicesNational Institutes of HealthSeptember 2005
2 Additional information For more information on Performance Management in the Office of Research Services:Or Contact:Antonio Rodriguez(301)AcknowledgmentsThis training was developed by the Balanced Scorecard for Government, Inc., in collaboration with the Office of Quality Management.
3 Training Objectives Discuss how to develop a sound value proposition Revisit how to define strategyReview how to dvelop objectives for the four BSC perspectives:CustomerInternal Business ProcessLearning and GrowthFinancial
4 Value PropositionThe Value Proposition should be established with the Research Community in mind and should be derived using the following formula:Value = Product and/or service attributes + image + relationshipThe value proposition should establish why we do what we do, and what impact does it have on the community for whom we provide our services.
5 What is the value proposition for your Service Group? What is the contribution that we make to the NIH Research Community and other interested parties?CustomersStakeholdersIt is a theory that must be tested
6 First, you must consider “Who are our customers?” Are the recipients of our goods and servicesAre the direct beneficiariesMay also be stakeholdersStakeholders:Influence budget, funding, and resource allocationsAre alter egos of customersFill a stewardship or regulatory roleNote: Customer segmentation data should clarify your customers/stakeholders.
7 Customer segmentation EXAMPLEStakeholdersORS Advisory CommitteeIWG and MBWGFARBDHHSOMB/GAO/CongressOSHAJCAHO/AAALACCustomersThe NIH InstitutesORS program managersORS service providersORS administrators
8 Why do we distinguish stakeholders from other customers? Stakeholders have different issuesNeed different approachStakeholders can increase or decrease funding (regardless of how customers feel)Stakeholders can formulate or influence policyCustomers and stakeholders may each value something different
9 What do customers really want? What value do we provide to customers?What would happen to customers if we were no longer around?How much are customers willing to pay for our products/services?What is our obligation to customers?What can we do to ensure their support?What can we do to better educate them?
10 What do stakeholders really want? What do our stakeholders value?How does what they value differ from what our customers value?What is our obligation to stakeholders?What can we do to ensure their support?What can we do to better educate them?
11 The Value PropositionEXAMPLEGeneric Model The value proposition should establish “why”Value = (Product / Service Attributes) Image RelationshipFunctionalityQualityPriceTimeExample: Federal AgencyProduct/Service AttributesImageRelationshipAccessible (Services)Consistent(Products)Dedicated(People)Professional(Staff)Personal Relationships(Customers)Service Oriented(Employees)VALUE PROPOSITION STATEMENT“We bring value to NIH by providing our customers with convenient, accessible, and consistent services to ensure that visiting scientists acquire the required visas in the least amount of time at the best price to the agency.”19
12 What value do we offer our customers/stakeholders? Why are you in business?Value = (Product / Service Attributes) Image RelationshipFunctionalityQualityPriceTimeWhat is the VALUE PROPOSITION for your Service Group?Product/Service AttributesImageRelationship?
13 Type your Value Proposition on your Performance Management Plan (PMP) Type in value proposition (VP) here.
14 Think of Strategy as a Way to Get to Your Destination What is strategy?Think of Strategy as a Way to Get to Your DestinationStrategy
16 The BSC Provides Structure and Context for Effective Strategic Management Informed executives managing a strategic agendaThe Power To Rapidly Implement Strategy, Learn, and ImproveMotivated workforce implementing strategy and documenting progress
17 Strategic Management Is Based Upon a “Double Loop” Learning Approach The StrategyPerspectiveFinancialStrategic Feedback & LearningPerspectiveCustomerPerspectiveInternalupdate the strategytest the hypothesesLearning PerspectiveStrategic Learning LoopBalanced ScorecardStrategic ObjectivesFinancially StrongDelight the ConsumerWin-Win RelationshipSafe & ReliableCompetitive SupplierMotivated & PreparedStrategic MeasuresReturn of Capital EmployedMystery Shopper RatingDealer/Pioneer Gross Profit SplitManufacturing Reliability IndexDays Away from Work RateLaid Down Cost vs. Best Competitive Ratable SupplyStrategic Competency AvailabilityFinancialCustcorrectionsresultInternalL&GOperational Control LoopPerformanceInitiatives & Programsinputoutput
18 Elaborate on Your Strategy Think more deeply about your strategy choicesWrite your own strategy statementMay help to develop a strategy mapWhat may help with expanding your thinking on strategy?What demands are the customers or “chain of command” placing on the Service Group?Are your customer demands for services changing dramatically?Has the environment changed to require new products/services, or service levels, from your group?Are there expectation for reduced unit cost?What is the future direction of your Service Group?
19 Describe Service Group Strategy on your Performance Management Plan (PMP) Describe your strategy here by expanding on your choice(s( from prior years.
20 From Strategy to Objectives….. Next, our focus will be on crafting the objectives.Objectives should enable the achievement of your value proposition and strategy.
21 Constructing the Performance Management Plan Objectives
22 Objectives are a means to achieve your value proposition and strategy. PerspectiveCustomerInternal Business ProcessLearning and GrowthFinancialInformation NeededCustomer/stakeholder segmentation, value proposition and strategyProcess maps, process data, value proposition and strategyFuture needs of the customer and the organization, enablers (people, tools, culture) to get there, value proposition and strategyCustomer demands for services/service levels, willingness to pay for services, funding levels available for Service Group, value proposition and strategy
23 Crafting Objectives By Perspective CustomerInternal ProcessesFinancialLearning & Growth
25 What Do Our Customers Really Want? (Outcome or “end-state”)What are we really trying to accomplish as a Service Group?What outcomes are we offering customers with our Service Group/Discrete Service offerings?What will our customer base look like 5-7 years from now?What will our customer needs be in the future?
26 Customer Objectives Increased customer satisfaction EXAMPLEOBJECTIVESIncreased customer satisfactionIncreased customer loyalty (repeat business)Best value products and services (repeat business, word of mouth referrals, requests for partnershipsNew customer acquisition and increase in market shareSupplier of choice (word of mouth referrals, repeat businessCollaborator of choice (request for project/scientific collaborations
28 What is Your Value Chain? How do we get new demand? Where does it come from?What processes do we need to perform very well? (process maps)How do we complete the work? (deployment flowcharts)How do we deliver it to our customers?How can we improve our processes to meet attributes identified in the value proposition?
30 Internal Business Processes What is the value we offer to our customers?(How do we create value for our customers, stakeholders, employees) through our processes?What key processes do we need to focus on?What aspects of the processes are important (e.g., predictable performance, efficient, safe)
31 What improvements can be made in our internal processes? What do we need to do better to make our customers happy?Can we be more efficient or more effective at what we do?
32 Internal Business Process Objectives EXAMPLEOBJECTIVESPrompt (fast) delivery of products and servicesFaster response to customer requestsReduced cycle timeIncreased capacityLower error rateReduced reworkImproved quality
34 Learning & Growth The formula for this perspective is a function of: People, Tools, and ClimateLearning and Growth objectives are a function of future customer and organizational needs.
35 The Learning & Growth Perspective What are the future needs of our Service Group in terms of:Organization Learning & Growth= ƒPeopleToolsClimate,People, Learning & Growth CategoriesSkills& CompetenciesWhat do we need in terms of skills & competencies for our employees?What will we need in the future?Knowledge& Technology AssetsWhat do we need in terms of knowledge base and technology tools to assist our employees?What will we need in the future?Climate forActionWhat do we need in terms of our environment to encourage our workforce to be productive?What will we need in the future?
36 What “enablers” will prepare us for the future? EXAMPLEOrganization Learning & Growth= ƒPeopleToolsClimate,,Typical Learning & Growth ObjectivesSkills& CompetenciesKnowledge& Technology AssetsClimate forActionEngineering skillsTraining to required levelsProgram Management skillsTechnologiesDatabasesExperience capturedBest practicesLeadershipAlignmentResults OrientedTeaming25
37 What do our employees need to help us achieve our goals? What skills need to be addressed?What will the knowledge and skill needs be over the next 5-7 years?Do we need to train/recruit/contract out?
38 Learning & Growth Objectives EXAMPLEOBJECTIVESHigh quality work environmentDiverse, mobile workforceWorkforce is recognized and rewardedKnowledge is a valued assetIncreased skills among employeesInnovative people who take risksRight staff for “ORS of the future”
40 It is always about the value we offer to the organization. FinancialThis perspective is typically composed of the following elements:Funding (Revenue)Cost (expenses)Demonstrated savingsWhat will our financial requirements be in the future?It is always about the value we offer to the organization.
41 What do our financial stakeholders expect from us? Can we do this now?How can we contribute?Can we increase revenue?What cost savings can we realize?What obligation do we have in our spending activities?How do we manage the gap between customer demand and funding levels?
42 Acceptable total ownership cost Improved management of resources Financial ObjectivesEXAMPLEOBJECTIVESLower unit costAcceptable total ownership costImproved management of resourcesImproved utilization of assetsInvestment in products for future capabilities
43 Generating and Finalizing Objectives New Teams…..Recommend about 2 sessions with the Performance Management (PM) Team and your consultantIdentify pool of objectivesNarrow objectives to critical few in each perspectiveConsultant can lead team through use of “identification and selection” procedure to gather Team’s input and consolidate the list of objectivesEnter objectives onto the Service Group’s Performance Management Plan (PMP)
44 Enter Your Objectives on your Performance Management Plan (PMP)- available on the web page
45 Resist The Urge To Jump Ahead At this point most people jump into measures…and when they get there, they start listing all of the “action items”There is one last step before moving to measures…
46 Enter Your Objectives on your Performance Management Plan (PMP) PMP is available on the web page
47 Define Objectives (cont.) Common ORS Objectives EXAMPLEObjectiveC1: Increase customer satisfactionF1: Minimize unit cost at a defined service level.DescriptionC1: A relationship with the people we serve that increasingly promotes good will, repeat business, commendations, and minimal complaints.F1: Understanding the total dollar cost to provide measurable service and products at agreed upon terms in order to reduce these costs to levels that meet or exceed customer expectations of market prices.
48 A good PMP will “tell the story” of your Service Group. SummaryThis training has given you new information that your Team can use to develop your PM roadmap:Value PropositionStrategyObjectivesCustomerInternal Business ProcessLearning and GrowthFinancialA good PMP will “tell the story” of your Service Group.66