The Balanced Scorecard Framework for Success

1
The Balanced ScorecardFramework for Success
Division of Administration

• Creating a
• Strategy-Focused Organization

2
Why the Balanced Scorecard?
Division of Administration

• Consistent With Our Organizational Values
• Customer Service
• Focus on People and Processes
• Straight Forward, Intuitive Approach
• Implemented Successfully at UCSD --CSU Quality
  Sessions
• --NACUBO
• --Site Visit to UCSDMomentum

3
Linkage to Strategy and Budget
Division of Administration

• Divisional
• Framework For Success
• Vision
• Mission
• Values
• Strategic Priorities
• Guiding Principles

4
Departmental Framework for Success
Division of Administration

• Division Directors Charged with Working with
  Staff to Develop Departmental Framework for
  Success
• A. Current Measures and Scores
• B. Review Process Utilized
• C. Critical Issues Strategic Priorities
• D. Goals and Objectives
• E. Initiatives/Operational Improvements

5
Staff Recruitment July 1, 1999 through June
30, 2000








Division of Administration
   
 
 
 
6
Recruitment Action Plans
Division of Administration

• Hire A New HR Manager for Recruitment/Classificati
  on
• Pilot HR Generalist Model for Recruitment/Classifi
  cation
• Rollout the Pilot Recruitment Process Changes
• Initiate a Continuous Filing Pool for
  Frequently
• Recruited or Hard to Hire Classifications
• Partner with a Temporary Agency to Address Temp.
  Needs
• Modify Internal HR Process to Enable Position
• Descriptions/Classification Determinations For
  an Upcoming
• Recruitment to Go Directly to Recruitment
  Manager
• Implement an Electronic Recruitment Management
  System

7
Employee Training and Development July 1,
1999 through June 30, 2000








Division of Administration
   
 
 
 
8
ETD Action Plans
Division of Administration

• Conduct a Campus Training Needs Analysis
• Partner with HR Ops to Offer a Human Resources
• Certificate Program for Managers and
  Supervisors
• Develop New Manager Orientation/Training
  Program
• Establish a Mentor Program for New Employees
• Participate in Generalist Training with HR
  Ops
• Partner with Kaiser to Offer a Wellness Program

9
BSC Collaborative Executive Training
Division of Administration

• Creating A Strategy Focused Organization
• STRATEGY
• Make strategy the central organizational agenda
• FOCUSED
• Create incredible focus on the strategy
• ORGANIZATION
• Mobilize employees to act in fundamentally
  different ways, guided by strategy

10
Five Principles of the Strategy Focused
Organization
Division of Administration

• Mobilize Change through Executive Leadership
• Mobilization and Strategic Management
• Translate the Strategy to Operational Terms
• Strategy Maps and Balanced Scorecards
• Align the Organization to the Strategy
• Organization and Business and Support Unit
  Synergies

11
Five Principles of the Strategy Focused
Organization
Division of Administration

• Make Strategy Everyones Job
• Strategic Awareness
• Personal Scorecard
• Balanced Paychecks
• Make Strategy a Continual Process
• Link Budgets Strategy
• Strategic Learning
• Analysis Information Systems

12

MOBILIZE CHANGE THROUGH EXECUTIVE LEADERSHIP
Division of Administration
MAKE STRATEGY A CONTINUAL PROCESS
BALANCED
TRANSLATE THE STRATEGY TO OPERATIONAL TEAMS
STRATEGY
SCORECARD
MAKE STRATEGY EVERYONES JOB
ALIGN THE ORGANIZATION TO THE STRATEGY
13
Executive Team Leadership to Mobilize Strategic
Change
Division of Administration

• Leadership Roles
• Creating the Climate for Change
• Unfreeze the Organization
• Show the Need for Change
• Creating the Leadership Team
• Breaking Down Functional Bias

14
Executive Team Leadership to Mobilize Strategic
Change
Division of Administration

• Leadership Roles
• Creating the Vision and Strategy
• Creating Team Accountability
• Accountability for Cross-Functional Strategic
  Themes at Executive Team Level
• 5. Change the Culture

15
Translating the Strategy Into Operational Terms
Division of Administration

• The Balanced Scorecard Strategy Map
• We Continue to Refine our Scorecards and Improve
  Measures
• We Utilized our Steering Team to Create a
  Divisional Strategy Map.
• We Met Several Times and Started with our
  Missions, Values and Goals and Strategic
  Priorities and Began to Build the Map.

16
Division of Administration Strategy Map
Division of Administration
17
Division of Administration Strategy Map
Division of Administration

• Visually
• Displays our Division's Mission
• Displays our Strategic Objectives to Fulfill
  Division's Mission
• Lists General Operational Objectives for Each of
  the Balanced Scorecard Perspectives and Links
  Them to the Strategic Objectives.

18
Link and Align the Organization Around Its
Strategy
Division of Administration

• Each Department Will Develop Strategy Maps That
  Are Linked to the Divisional Strategy Map, but
  More Specific to Their Operational/Functional
  Area
• Business Units Will Eventually Create Their Own
  Strategy Maps That Are Linked to the Department
  and Divisional Maps

19
Link and Align the Organization Around Its
Strategy
Division of Administration

• Create Cascading Scorecards-Aligned with the
  Strategy Map
• Business Unit Scorecards Will Be Cascaded to the
  Departmental Level
• Departmental Level Scorecards Will Be Cascaded up
  to the Divisional Level
• Scorecards Will More Accurately Measure the
  Success of the Division, Departments, and
  Business Units in Achieving Strategic Objectives

20
Making Strategy Everyones Job
Division of Administration

• Strategy- Communicate to All Employees the
  Division's Mission, Values, Goals and Strategy
  They Should Be Known and Owned by Everyone.
• Create a Climate to Support Strategic Change
  Communicate to Maintain Alignment and Effective
  Service Delivery

21
Make Strategy A Continual Process
Division of Administration

• Budget Strategic And Activity Based
• Set Strategic Priorities For Resources to Enhance
  Process Improvements
• Cost Out The Activities
• Replace The Current Way Of Budgeting With Budget
  Forecasting Using The BSC
• Dont Be Customer Obsessed

22
Benefits of Using the Balanced Scorecard and
Becoming a Strategy Focused Organization
Division of Administration

• Manage Strategic PrioritiesWe Cannot be
  Everything to Everyone
• Decision-Making Based on Objective Information,
  Not Anecdotal Situations
• Strategy is Defined, Communicated and Then
  Aligned Throughout the Division
• Employees are Informed and Engaged