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Human Capital Development Forum In ICT – The Role of HR in Corporate Strategy Formulation & Implementation Presentation by Quinto Ojok MBA,FCCA,CPA,CBSCP.

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Presentation on theme: "Human Capital Development Forum In ICT – The Role of HR in Corporate Strategy Formulation & Implementation Presentation by Quinto Ojok MBA,FCCA,CPA,CBSCP."— Presentation transcript:

1 Human Capital Development Forum In ICT – The Role of HR in Corporate Strategy Formulation & Implementation Presentation by Quinto Ojok MBA,FCCA,CPA,CBSCP Director Finance & IT Services - Uganda Communications Commission (UCC) Strategy

2 Programme overview Introduction Workshop objectives Introduction to strategic planning & management Overview of BSC Strategic Plan Formulation using BSC Strategy

3 Introduction Strategic planning experience Balanced scorecard experience Strategy

4 Workshop Objectives As HR professional : Understand the concept of BSC and acquire skills in formulating a Strategic Plan using balanced score card Understand how BSC can be used to improve organisational / employee performance Understand how to develop meaningful performance measure Revalidate Strategic Plan for your organisation using BSC Strategy

5 Corporate Strategic Planning & Management 1.Traditional Methodology -Situational Analysis - SWOT/PEST -Core values -Vision -Mission -SMART objectives -Strategies, -Programmes/ Activities -Monitoring & Evaluation Strategy

6 Corporate Strategic Planning & Management 2. Balanced Scorecard Methodology - Links vision, strategy to actions/programs  Stakeholders Analysis- Customer Needs & Value Propositions-Attributes, Relationship, Image  Situational Analysis - Assessment of organisational internal & external enablers & pains/SWOT & PESTLE  Formulation or revalidation of high level strategic foundations – Mission, Vision (measurable), Core Values  Development of Strategic Themes and Results  Naming of Perspectives  Development of Strategic Objectives  Organisation Strategy Mapping Strategy

7 Con’t Determine measures & targets that drive performance Strategic initiatives –Projects/activities Strategic Budgeting Metrics automation –Business Intelligence (Scorecard) Cascading of objectives at departmental & individual levels Monitoring & Evaluation Strategy

8 Balanced Scorecard? What is BSC? An integrated strategic planning and performance management systems that :  Communicates with clarity the organisation’s Mission, Vision and Strategy to the employees & other stakeholders  Aligns day to day work with vision and strategy  Provides framework for prioritising programmes, projects and resources  Uses strategic performance measures and targets to measure progress Strategy

9 Why BSC? Strategy Leaders and managers need a tool to systematically drive:  Collective and individual accountability  Performance reporting compliance  Buy-in- through Participation

10 History of BSC Strategy Dr. David Norton carried out a study on balanced organisation measures (financial and Non- Financial) BSC translating strategy into action 65% of fortune 1000 companies use BSC Financial measures Net profit – bottom line Market share Sales growth Actual Vs Budget Cost effectiveness Non-Financial measures Stakeholder Satisfaction Operational efficiency & effectives Employee competence Organisation capacity

11 Performance Perspectives BSC Methodology Four dimensions called perspectives- view points Financial perspective- how do shareholders/stakeholders look at us Customers/ stakeholders perspective – how do customers look at us Internal business process perspective- What must we excel at ? Organisational capacity perspective- How have we developed our human, information & organisational capital Strategy

12 Linking Actions to Mission,Vision & Strategy (A2V) or Translating V&S2A Strategy

13 BSC cont’ When implemented properly, each one of these perspectives contains four subparts consisting of:  Strategic objectives  Measures  Targets  Strategic initiatives Strategy

14 Bsc Cont’ Strategy –Objectives – what you plan to achieve in that perspective –Measures - how progress for that particular objective will be measured –Targets - refer to the target value that the organization seeks to obtain for each measure –Initiatives - what will be done to facilitate the reaching of the target

15 BSC Cont’ The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between: –Short-term and long term objectives –Financial and non-financial measures –Lagging and leading indicators –Internal and external performance perspectives Strategy

16 Business case for BSC Strategy

17 9 Steps in Strategic Planning Formulation & Implementation Strategy STEP 1 Assessment -Stakeholders analysis - SWOT/PESTLE analysis - Revalidate mission, vision,core values STEP 2 Strategy Formulation - High Level Business strategies from STEP 1 strategic elements STEP 3 Strategic objectives developed from STEP 2 strategies STEP 4 Strategy Mapping - Create strategy maps for each strategy STEP 5 Measures & Targets - Develop outcome & output performance of strategic objectives - STEP 6 Strategic Initiatives -Identify critical projects to improve performance - Develop initiative performance measures - Strategic Budgeting STEP7 Performance Analysis - collect, report & present visual performance information STEP 8 Cascading strategy to departmental & individual STEP 9 Evaluation -Make correction on strategy based on actual performance

18 Step One: Assessment 1.1 Stakeholders Analysis Strategy

19 Customer Value Proposition Strategy

20 Customer Value proposition Strategy

21 Examples of Customer Value Preposition Strategy

22 Artists Education Institutions Cultural Institutions Public/Citizens Artists Education Institutions Cultural Institutions Public/Citizens Standards Entertainment Education Artist development Information Recording equipment & facilities Archiving/storage facilities Skills development Capacity building Local artefacts Performance Management Partnerships Policy advice Quality services Taxes Job satisfaction Standards Entertainment Education Artist development Information Recording equipment & facilities Archiving/storage facilities Skills development Capacity building Local artefacts Performance Management Partnerships Policy advice Quality services Taxes Job satisfaction Service Attributes Value for Money Reliable Efficient on time delivery Relationship Customer centric Professional Empathetic Friendly Consultative Image Reliable Knowledgeable Customer centric Hi-tech Trustworthy Service Attributes Value for Money Reliable Efficient on time delivery Relationship Customer centric Professional Empathetic Friendly Consultative Image Reliable Knowledgeable Customer centric Hi-tech Trustworthy Employees Board of Trustees Tax Authority Business Partners Civil Society Parliament NGO’S Media Houses Government Depts./Agencies Foreign Missions Tourists Employees Board of Trustees Tax Authority Business Partners Civil Society Parliament NGO’S Media Houses Government Depts./Agencies Foreign Missions Tourists Primary Customers Stakeholders Needs Value Preposition Other Stakeholders

23 Assessment cont’ 1.2 Situational Analysis- What are the facts Competition & Market analysis Survey and assessment results PESTLE Analysis SWOT Analysis Strategic Pains/Challenges & Enablers Strategy

24 SITUATIONAL ANALYSIS ENABLERS CHALLENGES/ PAINS Strategic IssuesImplicationStrengthsWeakness Internal Land in Prime LocationEase of access and room for expansionX Skilled Human ResourcesCompetence to implement the strategyX Management &Trustee GoodwillLeadership engagement X Unique Theatre Equipment & FacilitiesCompetitive edge over others X Insufficient Funds for strategic InitiativesUnfunded initiatives X Poor Customer CareNegative Image X Less Usage of Information TechnologyInefficient operation & Negative Image X Inadequate Partner CollaborationLack of Funding Diversification X OpportunitiesThreats External Political GoodwillPriority Policy implementation X Committed ArtistsLess coordination efforts X Existence of Laws and Sector PoliciesProper mandate and guidance provided X Vibrant EconomyMore disposable income X Lack of RegulationsLess enforcement X Changing Cultural TrendsPositive & Negative changes X X Social Media UsagePositive & Negative trends X X Competing Cultural InstitutionsPositive & Negative trends X X

25 Revalidate Strategic Elements Mission – Who we are,our reason of existence. - Our Mission is to provide……………… Vision -Describes where our organisation should be in 3-10 yrs, it is the picture of the future or memory of the future -Measurable and time bound - Our Vision is to become ( achieve) …. In 2020 Strategic Destination Statement - In 2020, we are the leading ICT training provider in Africa Core values- What we stand for, our belief in the context of our mission (defines our code of conduct) Strategy

26 Mission Statement How to develop a shared understanding of a Mission Statement Discussion questions Answers What service or product do we provide? Who do we serve? In what manner do we provide it What higher level benefits are gained? Example :“To provide quality training, consultancy and advisory services to the ICT Sector in Africa through development of appropriate programmes, strategic alliances and partnership” Strategy

27 Vision Statement How to develop a shared understanding of a Vision Discussion questionsAnswers What is our picture of the future in five years from now? How will we know that we have achieved that? Will it be measurable? How will the change impact on our stakeholders? At what point in time will we achieve that? “To be a leading and self-sustaining Centre of Excellence for ICT capacity building in Africa by 2018”. Strategy

28 Step Two: Strategy Formulation What is Strategy A plan of action, an approach, a game plan for achieving a result or goal It is an hypothesis of the best way forward for an organisation to: - beat competition ( Private sector) - Improve mission effectives (Public sector) - Achieve its vision - Satisfy customers, stakeholders including employees - It is about making choices that have organisation wide impact Strategy

29 Strategy Formulation Strategy

30 Strategy Perspectives Strategy

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34 Strategic Themes Xtics characteristics of a good strategic theme and result Breakdown vision into more operational terms Represent the main focus areas of organisational high level strategy Are pillars of excellence Cuts across business and support functions of the organisation Each has a corresponding strategic result/desired outcome of the theme Strategy

35 Strategic Themes Strategy

36 Step Three: Strategic Objectives Strategy

37 Strategic Objectives Strategy

38 Strategic Altitude Strategy

39 Strategic Altitude Strategy

40 Strategic Objectives Cont’ Strategy

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43 Step Four: Strategy Mapping Strategy

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45 Theme Strategy Map Strategy

46 Theme Strategy Map Strategy

47 Combinding theme Objectives into Tier 1 (corporate )Objectives Strategy

48 Corporate Strategy Map Strategy

49 Example Strategy Map Strategy

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53 Objective Commentary: Improve IT utilisation Strategic objectives Objective commentary Performance measure candidates Performa nce target Strategic Initiatives Improve IT utilisation Deploy IT resources in all organisational processes to reduce service delivery and reporting turn around time. Increase data based decision making, knowledge sharing. Intended Results/ Outcomes: 1.Online service delivery 3.Online reporting 4. Online customer self- service % automated processes 100% 1.Develop IT strategy align to Business Strategy 1. Implement virtualisation of servers to accommodate increased operation and data 2.Implement centralised ERP and CRM and Business Intelligence 3.Train employees and customers on the use of online service delivery Strategy

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55 Step 5: Performance Measure Strategy

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57 Strategic Impact Measures Strategy

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62 Step Six : Strategic Initiatives Strategy

63 UNCC CORPORATE SCORECARD Customer/Stakeholder Perspective Strategic Objective Owner Objective Commentary Performance Measure Target Strategic Initiatives Increase Customer/ Stakeholder Value Gallery Manager The services provided to customers should appeal to the customers and fulfil their needs at a reasonable charge. Intended Result: 1.Satisfied customers/stakeholders 2.Retained customers 1)Customer satisfaction score 2)% of repeat customers 80% 60% 1.Develop customer /stakeholder survey tool & programme 2.Develop & implement production quality assurance programmes 3.Customer service training & coaching programmes 4. Develop web- based customer service Increase Contribution to Culture Preservation, Promotion and Development. Productio n Manager. Gallery Manager UNCC is committed to preserving, promoting and developing Uganda’s culture for the benefit of the current and future generations through collection of art artefacts, documentation of local films, dance & drama; education & sensitisation of the public on art and culture for socio-economic development. Intended Results: 1. Policy initiatives for preservation, promotion & development of culture are developed and implemented 2.Local films, drama, dance are documented and preserved 3. The communities are educated and sensitised on the role of culture in Socio- economic development. 4.Traditional artefacts are collected and preserved for current and future generation. 5.Good cultures are promoted and bad cultures are discouraged. 1.% of policy initiatives contributing to preservation, promotion & development of culture 2. % of shows documented 3.Community sensitisation survey score 4.# of sub-regions from which artefacts are Collected 5.Stakeholder survey score on contribution of UNCC to promotion of culture. 60% 100% 80% 10 80% 1.Develop policy initiatives for preservation, promotion and development of culture. 2.Develop frameworks for documentation of local films,drama & dance 3.Develop programmes for collection of artefacts; sensitisation of communities

64 Strategic Budgeting STRATEGIC INITIATIVES BUDGET ( USD) 1Develop Customer /stakeholder Survey Tool & Programme 2,500 2Develop & Implement Quality Assurance Programmes 5,000 3Develop and Implement Customer Service Training & Coaching programmes 8,000 4 Develop Policy Initiatives for Preservation, Promotion and Development of Culture. 10,000 5Develop Frameworks for Documentation of Local films,Drama & Dance 10,000 6Develop Programmes for Collection of Artefacts; Sensitisation of Communities 90,000 7Conduct Cost and Fees Analysis Programme 12,000 8Develop Cost Control Programmes4,000 9Develop Finance and Operation Manuals 15,000 10Develop & Implement Marketing & Advertising Strategy 50,000 11Formulate Lobbying Strategy 25,000 12Identify & Appraise Investment Projects 125,000 Strategy

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70 Thank You Merci Asante Sana Zikoma Strategy


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