1

Planning Process

Where are we now?What’s happening out

there?Audit & Analysis, PEST & SWOT

How will we get there?Business Objectives, Targets,

Action

Where do we want to be?Vision, Mission, Values, Objectives

How will we know?Monitor, Evaluate, Report

Planning Process

Language of Planning

2

Balanced Scorecard Logic

For the want of a nailthe shoe was lost.

For the want of a shoethe horse was lost.

For the want of a horse the rider was lost.

For the want of a rider the battle was lost.

For the want of a battle the kingdom was lost.

And all for the wantof a horseshoe nail.

What?

How? What?

What?

How?

How?

Why?

Why?

4

Balanced Scorecard Perspectives

Customer &Stakeholder

Financial

Internal Process

Learning & GrowthStrategy

Vision MissionGoals

PESTSWOT

5

Balanced Scorecard PerspectivesPerspectives Key QuestionsCustomers/Key Stakeholders

To achieve our vision and goal, what do we need to achieve from a customer and stakeholder perspective?

Internal Processes In order to satisfy our customers and stakeholders expectations, what internal process must we excel at?

Learning and Growth If we are to excel at processes and deliver against customer expectation, what people development support is needed and how do we encourage innovation, change and continuous improvement?

Financial What do we need to achieve financially in order to satisfy our stakeholders’ expectations?

6

Corporate Perspectives

Learning & GrowthInnovationMotivation

People Development

FinancialIncrease IncomeImprove Margin

Return on Investment

CustomerLevel of Service

Market ShareSatisfaction

Internal ProcessReducing Cost

Speed of TransactionIntegrated Planning

7

Strategy Map

Vision and MissionValuesGoal

PESTSWOT

InternalProcess New

Rota

ManageNew Services

New Booking System

Multi-TaskApproach

Learning & Growth Annualised

Hours

Developing New Skills

Developing New

Services

Financial Reduce Unproductive

Cost

IncreaseCharges

ImproveMargins

CustomerWider Range of Services

ImprovedCustomer

Service

NewOpeningHours

Increased Revenues

Improved CRM

8

“If you’re not keeping the

score, you’re only practising”

Objectives

Measures…Targets

Initiatives/Action

Measure

Action

Ask How?

Measure

Action

Ask Why?

11

Initiatives/Action

Selection Criteria?Meet objectives

Impact on Performance Measure

Resources available

Time required

Capacity or capability to deliver

Filter

Potential Initiatives/Action

Prioritised Initiatives/Action Execution

12

Scorecards at Every Level

Corporate Level

Business Unit

Department / Location

Individual Appraisal

13

Strategic planning model …balanced approach and action-oriented Performance management system …what gets measured gets done

Not accredited …highly flexible, less resource intensive

Cascades down…scorecards at every level

Fits with EFQM and IIP …translates these into action

Needs time (6-12 months)

Critique - Summary