conclusion business planning methodologies: use of the strategy map & balanced scorecard 16 th...

Conclusion

Business Planning Methodologies:

Use of the Strategy Map &

Balanced Scorecard

16th June 2005

Strategy V Tactics

The case for change at OSNI

The role of the Strategy Map and BSC

How the Strategy Map &BSC have been developed

How the Agency has been aligned with Strategy Map

Linkage to individual performance planning

Feedback mechanisms

Purpose of this OSNI Best Practice Seminar

Strategy Map & Balanced Scorecard

• Internationally recognised Strategy Map & Balanced Scorecard (BSC) developed by Kapler & Norton at Harvard

• Used internationally in private and public sectors, e.g.– Tesco

– UK MOD

– Norwegian Airforce

– Royal Canadian Mounted Police

• Key management tool used by OSNI to set objectives, measures and targets, and link organisational and personal performance to our Corporate Strategy.

• Continuing to evolve our implementation of the BSC and to learn from best practice in its use

• BSC links naturally to European Foundation for Quality Management (EFQM) and Investors in People (IiP).

Strategic Planning & Implementation

Strategy & Tactics?

Most Organisations don’t know how to Execute Strategy

They can’tDESCRIBE their

strategy

They don’tMANAGE their

strategy

They haven’tmade strategy

execution a CORECOMPETENCY

WHY?

“Less than 10% of strategieseffectively formulated are

effectively executed”-Fortune

“Less than 10% of strategieseffectively formulated are

effectively executed”-Fortune

“In the majority of cases – weestimate 70% - the real

problem isn’t bad strategy …it’s bad execution”

-Fortune

“In the majority of cases – weestimate 70% - the real

problem isn’t bad strategy …it’s bad execution”

-Fortune

Strategy, Tactics and Implementation

Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.

Sun Tzŭ c. 490 BC, Chinese military strategist

Tactics is efficiency in climbing the ladder of success; strategy determines whether the ladder is leaning against the right wall.

Adapted from Stephen Covey, American leadership consultant and writer

An empowered organization is one in which individuals have the

knowledge, skill, desire, and opportunity to personally succeed in a way

that leads to collective organizational success.

Stephen R. Covey

No institution can possibly survive if it needs geniuses or supermen to

manage it. It must be organized in such a way as to be able to get along

under a leadership composed of average human beings.

Peter F. Drucker

Strategy - what has that to do with me?

Who are we? What do we do? Why are we here?

What kind of organisation are we and do we want to / must we become?

What is the current strategy, implicit or explicit?

What assumptions have to hold for the current strategy to be viable?

What is happening in the larger, social, technological, political, competitive and educational environments?

In which markets will we be active and in which geographic areas?

What are our growth, size, and financial goals?

What products and services will we offer to what customers at what price level?

How will we distribute our products and services and what technologies will we employ?

What skills, capabilities and capacities will we require and which ones are core?

Some Strategic questions for any organisation

Organisations fail because of poor choice and/or implementation of strategy

Execution

Strategy

Flawed Sound

Flawed

Doomed from the Beginning

A Botched Job

Sound

Flirting with Disaster

A Pretty Good Chance

•Examples: Ryanair Versus BA, Tesco Versus W.H.Smith

Conclusion – You Can’t Manage Something You Can’t Describe

Managing Strategy

Managing Money

ManagingTechnology

Managing People

ManagingCustomers

Managing Quality

Strategy Board

OSNI: The Case for Change

Ordnance Survey: A history of its own

‘Whereas you have represented unto Us that it will be advantageous to Our Service to

raise an additional Company of Royal Sappers and Miners to be employed in the

operations of the Survey in Ireland…’

George IV Royal Warrant 1824

Ordnance Surveys in the British Isles

Partition of Ireland split Ordnance Survey into 3

• 3 different, independent organisational models built on a common history

• Some of the richest mapping at all scales available in the world today.

• Close cooperation on many issues but quite different funding regimes

OSNI: the National Mapping Agency of NI• An Executive Agency within the Northern Ireland Government’s Department

of Culture Arts & Leisure

• 2005: ca 167 Staff, in HQ and 4 regional offices

– 50 field surveyors

– 94 office-based technical grades

– 23 office–based admin grades

• Digital database of seven terabytes

• 18,000 Maps, Aerial photos and other spatial information

• Map 14,000 house units of change each year – 30,000 applications for planning

• Hold Pointer addresses for >800,000 properties

• 250,000 digital files supplied since 1992

• Have delegated authority on Crown Copyright

OSNI’s Role

• Supplier of mapping to:

– National, regional and local government

– Private Industry

– Value-added resellers

– General Public

• OSNI mapping:

– Underpins much of the Northern Ireland economy

• Recent PA report estimates £7bn/yr

– Acts as a base reference for all N.I. Spatial data

OSNI’s Purpose

‘Maintain a topographic database to standards of currency, completeness and accuracy to meet the needs of customers’

i.e. to supply the Geographic Information (GI) framework through which data from one or more sources can be joined up, analysed and applied in support of business needs.

OSNI exists to:

Mapping & Surveying historically ……

• Surveying was based on triangulation

– Measure base line by chains, rods, or tapes

– Measure angles by theodolite

– Very time consuming exercises

– Needed people on the ground

• Cartography was fine draftsmanship

– Required extreme patience and attention to detail

– Was based on wax etching and later Letraset

– Took months for a single sheet

Mapping Today is firmly in the Digital Era• Surveying uses electronic theodolites, laser

range finders, satellite positioning, pen

computers,aerial photography, (ground radar

and satellite imagery)

• Cartography is derived from digital databases,

some updated daily

– Data is built up in layers

– Data can be manipulated using special

software known as GIS

– External data easily linked through the map

– Map is built on “intelligent” points, lines and

polygons, which are “attributed” and can be

“interrogated”

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Large ScaleVector1:1250 tiles

Digital Mapping in use: GIS ScreenshotDigital Mapping in use: GIS Screenshot

OSNI Revenue Trends

Sales in 2005/6 £8m

Total Sales

0

1000

2000

3000

4000

5000

6000

7000

8000

Year ended

£k

Total sales

• Currently a First Steps Agency within DCAL

• Employs User-pays business model as required by

Treasury/DFP

• Information Fair Trader Accredited by HMSO

• Sustained revenue growth now shrinking funding shortfall

• Expected break-even within 2 years

• Migration to Trading Fund status once self-sustainability

reached

OSNI’s Funding and Status

Organisational Structure: put in place 2002/3

Chief Executive

OperationsCorporate Services

Business Development

Finance

Accounts

FinanceManagement

Sales &Customer Services

Marketing & (Technical/Commercial) Training

Product Management/ R&D

Intellectual PropertyRights

GIS Application Support

Large ScalesRevision

Small ScalesRevision & Publishing

Technical (Process)Development

Pointer

Databaseenhancement

Geodesy

Business Planning

Human Resources

Admin

Training

Premises

ICT

Market Context

One certainty: Change will continue – in the GI industry and in NICS

• New technologies, (Lidar, Pictometry, satellite imagery, GPS, 3G

phones, Broadband, Wireless communications, etc.

– Falling barriers to competitor entry

– New market opportunities

– Rising customer expectations• New skills needed compared to 1995

• OSNI wish to lead change, not react to it

• Every OSNI staff member is affected by and must be involved in

that change

The previous OSNI culture was a mixture :

POWER CULTURE

Like a web with a ruling spider

Those in the web are dependent on a central power source.

Rays of power and influence spread out from a central figure or group.

Power derives from top person with whom a personal relationship is more

important than formal title or position

e.g. small entrepreneurial companies and political groups

Extreme example: Stalin’s Soviet Union.

Key behaviours:

Wariness, risk-aversion, sycophancy,

conformity, politicking, dominance, aggression, passivity, one man’s vision

ROLE CULTURE or BureaucracyControlled by procedures, role descriptions and authority. Co-ordination is at the top. Job position & grades are centralPrecise job descriptionsStandardised product/output. Example: Passport Office

TV Licensing

Key behaviours:Predictable, consistent, stable, structured, methodical, conservative, rigid,empire building, paper shuffling, impersonal, buck-passing, slow, unresponsive.

Previous OSNI culture was also affected by being in Civil Service

In a rapidly changing environment another culture was more appropriate

TASK CULTURE

The network organisation

Small teams co-operating together to deliver a project.

Emphasis on results and getting things done.

Example: NASA man-on-the-moon

Key behaviours:

Empowerment, discretion, self-managing

flexibility, adaptability, talent, teamwork,

problem-solving, innovation, challenging

re-modelling.

What type of organisation was the OSNI of 1995?What values and behaviours did it expect and get?

What type of organisation should the OSNI of 2005 be?What values and behaviours would it need to ensure?

What strategic management models would it need?

OSNI’s organisation and culture?

How?

1. Effect change through Executive Leadership

2. Conceptualise the Strategy

3. Translate the Strategy to Operational terms

4. Align the Organisation to the Strategy

5. Make Strategy everyone’s job

6. Maintain the momentum

7. Review

Preparing for Strategic Planning :Strategy

• CE instigated two boards at OSNI in 2001/2– Strategic Board & Operational Board– Separate terms of reference & Separate meetings– SB members plus next management layer

constitute OB– CE chose the Balanced Scorecard as the

management tool for OSNI• Board members trained in BSC theory• Strategy Map developed• Methodology cascaded

Ordnance Survey of Northern Ireland (OSNI) Mission and Vision

Mission is what we do:

OSNI contributes to the public good by supplying the mapping information for Northern Ireland

Vision is what we want to become:

We intend to be a leading, financially self-sustainable, public service, maximising the commercial potential of our information

to minimise cost to the taxpayer.

In this way we will enhance our public good role further, providing expertise, support, consultancy and advice on geographic

information and geographic information systems, supporting Government and the wider Public Services in delivering on their

objectives.

From Strategy to Individual jobs

Mission• To contribute to the public good by supplying the mapping information for

Northern Ireland

Vision• To enhance our Public Good Role

Corporate Goal• To achieve financial self sustainability

Strategy Map • Focuses OSNI on delivering our Mission, Vision and Corporate Goal

Balanced Scorecard• Uses mixture of lead and lag indicators / targets for every box• Much work done by SMIT and middle/senior managers/boards in selecting

and defining

PPA & PDP• Individuals’ work plans for all staff targeted specifically at relevant BSC• Personal Development Plan supports both current and potential work

Strategy Map & Balanced Scorecard

• Strategy Map and the integrally linked Balanced Scorecard illustrate what success will look like for the Agency.

• From four perspectives: Financial, Customer, Key Business Processes and Organisational Learning and Growth.

• Vision, Mission and especially Corporate Goal are translated into these specific quadrants, and further into specific measures and indicators of success through the Strategy map.

• Alignment of each of these four perspectives is the key to the focused and internally consistent development and implementation of strategy.

Values act as backdrop to management activities

• OSNI values underpin our mission and our vision for the future.

• They describe the character of our organisation, what is important to us, and how we behave as individuals and as an organisation.

• OSNI's values are built on those of the Public Service, and relate to Customers, People, Integrity and Innovation.

Strategy Maps Applied to the Public Sector

The Mission

Learning & Growth Perspective:“To achieve our vision,

how must our organisationlearn and improve?”

Financial Perspective:“If we succeed, how

will we look to ourtaxpayers?”

Customer Perspective:“To achieve our vision,how must we look to

our customers?”

Internal Perspective:“To satisfy our customerswhich business processes

must we excel at?”

Business Planning Hierarchy

• Link between Strategy Map – Corporate BSC – Divisional BSC – Branch BSC - PPA

Customer Perspective

Financial PerspectiveFinancial Perspective

Key Business Processes

Organisational Learning and Growth Perspective

ProductivityProductivity GrowthGrowth

Mission: To contribute to the public good by supplying the mapping information for Northern IrelandVision: To enhance our Public Good Role


To achieve financial self sustainabilityCosts/Income


Manage CostsManage Costs Asset ManagementAsset Management New IncomeNew IncomeSustain IncomeSustain Income

Function/ChoiceFunction/ChoiceQualityQuality ServiceService RelationshipRelationship

Strategic CompetenciesKey Job

Key Competences


Key Competences

Strategic InformationTechnologies

Information NeedsICT Systems, Infrastructure



Climate for ActionLeadership, TeamworkAlignment Structure

Culture


Culture

SIAMSIAM ProductManagement

ProductManagement

ChannelManagement

ChannelManagement

Data Update& Supply

Data Update& Supply

Managing our Customer Relations


Corporate GoalCorporate Goal

Corporate Balanced Score Card

O rd n a n c e S u rv e y o f N o rth e rn Ire la n dC o rp o ra te B a la n c e d S c o re c a rd 2 0 0 5 -2 0 0 6

S IA M B e n c h m a rk T B D T B DP R O D U C T M G M T -2 .0 % -2 .5 % -2 .5 %C H A N N E L M G M T -2 .0 % -2 .5 % -2 .5 %D A T A U P D & S U P -2 .0 % -2 .5 % -2 .5 %C U S T O M E R R E L B e n c h m a rk T B D T B D

P a p e r 1 0 0 % 1 0 0 % 1 0 0 %D ig ita l L ic e n s in g 1 0 0 % 1 0 0 % 1 0 0 %

C o p y r ig h t & R o y a lt ie s 1 0 0 % 1 0 0 % 1 0 0 %S e rv ic e s 1 0 0 % 1 0 0 % 1 0 0 %

(1 .5 )N e w In c o m e

IN C O M E F R O M N E W C U S T O M E R S / U P G R A D E S

S a le s M a n a g e r

F in a n c e P e rs p e c tiv e

(1 .3 )A s s e t M a n a g e m e n t

F IX E D A S S E T S to S A L E S R A T IO

F in a n c ia l A c c o u n ta n t

C O S T / IN C O M E IN D E X F in a n c ia l A c c o u n ta n t

M E A S U R E O F S U C C E S S

(1 .4 a )S u s ta in In c o m e

IN C O M E F R O M E X IS T IN G P R O D U C T B L O C K S S a le s M a n a g e r

O S N I C O R P O R A T E O B J E C T IV E

(1 .1 )T o a c h ie v e f in a n c ia l

s e lf -s u s ta in a b ility

(1 .2 a )M a n a g e C o s ts

R E S P O N S IB IL IT Y (o n b e h a lf o f O p e ra tio n a l

B o a rd )

U N IT C O S T O F K E Y B U S IN E S S P R O C E S S E S

(1 .2 b )M a n a g e C o s ts

A B S O L U T E C O S T O F A G E N C Y

P E R F O R M A N C E IN D IC A T O R / D E L IV E R A B L E

2 0 0 7 -0 8

8 6 w ith N IM A £ 1 .4 m 1 0 5 w ith o u t N IM A

2 0 0 5 -0 6

1 0 1 w ith N IM A £ 4 5 0 k / 1 1 7 w ith o u t N IM A A s s u m in g e x p e n d itu re w ith in c u rre n t b u d g e t

( i.e . e x p e n d itu re e x c lu d e s £ 1 7 5 k d e fe rre d u n t ill J u n e M o n ito r in g )

9 2 w ith N IM A £ 1 m 1 1 0 w ith o u t N IM A

2 0 0 6 -0 7

F o re c a s t N B V 3 1 /3 /0 7 £ 8 .9 m F o re c a s t In c o m e £ 8 .7 m w ith

£ 1 m N IM A = R a tio o f 1 .0 2

= % D e c re a s e o f 1 5 %

F o re c a s t N B V 3 1 /3 /0 8 £ 8 .2 m F o re c a s t In c o m e £ 9 .4 m w ith

£ 1 .4 m N IM A = R a tio o f 0 .8 7

= % D e c re a s e o f 1 5 %

(B ) F o re c a s t In c o m e - £ 8 m ( in c lu d in g £ 4 5 0 k N IM A )

(A ) F o re c a s t F ixe d A s s e ts N B V 3 1 M a r 2 0 0 6 - £ 9 ,6 1 1 ,8 6 7

= A / B = 1 .2 0 R a tio S c o re T a rg e t

£ 8 ,8 3 9 ,6 8 1 W ith in + /- 3 % V a r ia n c e

£ 9 ,4 4 1 ,7 5 6 W ith in + /- 3 %

V a r ia n c e

B D D D ire c to r

F in a n c ia l A c c o u n ta n t£ 9 ,7 8 8 ,2 4 7

W ith in + /- 3 % V a r ia n c e

(1 .4 b )S u s ta in In c o m e

T O T A L IN C O M E S a le s M a n a g e r e n d o f 0 5 /0 6 f ig u re£ 8 ,0 0 0 k e n d o f 0 6 /0 7 f ig u re

£ 2 8 0 k + % C h a n g e+ % C h a n g e

Corporate BSC – Finance Quadrant

Customer Perspective

Financial PerspectiveFinancial Perspective

Key Business Processes

Organisational Learning and Growth Perspective

ProductivityProductivity GrowthGrowth





Manage CostsManage Costs Asset ManagementAsset Management New IncomeNew IncomeSustain IncomeSustain Income

Function/ChoiceFunction/ChoiceQualityQuality ServiceService RelationshipRelationship


Key Competences


Key Competences






Culture


Culture

SIAMSIAM ProductManagement

ProductManagement

ChannelManagement

ChannelManagement

Data Update& Supply

Data Update& Supply



Corporate GoalCorporate Goal

Financial Perspective – 1.1

110 with partial NIMA (£450k)117 without NIMA

Customer Perspective – 2.1

Business Perspective – 3.1

Organisational Learning and Growth Perspective – 4.1


CONCLUSION

STRATEGY MAP

Summary

• A tool that needs involvement and clear leadership

• Keep it simple• Hone it• Explain it• Integrate it into day-to-day activities• Review it• Adapt it

Balanced Scorecard

Questions & Discussion

Business Planning Flowline

Current Position

conclusion business planning methodologies: use of the strategy map & balanced scorecard 16 th...

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