may 15-17, 2007 las vegas, nv balanced scorecard collaborative/palladium 55 old bedford road...

May 15-17, 2007 Las Vegas, NVBalanced Scorecard Collaborative/Palladium • 55 Old Bedford Road • Lincoln, MA 01773 • Tel: 781.259.3737 • Fax: 781.259.3389 • bscol.com

Aligning Business and Support Units to Enterprise Strategy

Dr. Robert S. KaplanBaker Foundation ProfessorHarvard Business School

Chairman, Professional Practice CommitteeThe Palladium Group/Balanced Scorecard Collaborative

2©2007 Balanced Scorecard Collaborative and Robert S. Kaplan

The Balanced Scorecard Model of Value Creation

Private Sector Organizations

"If we succeed, how will we look to our shareholders?”

"To achieve our vision, how must we look to our

customers?”

"To satisfy our customers and shareholders, at which processes must we excel?”

“How do we align our intangible assets to improve critical processes?”

“How do we have a social impact with our citizens/constituents?”

Mission (Customer) Perspective

“To have a social impact and to attract resources and support, at which processes must we excel?”

“How do we align our intangible assets to improve critical

processes?”

“How should we manage and allocate our resources for maximum social impact?”

Financial Perspective

Customer Perspective

Process Perspective

Learning & Growth

Process (Operational Capacity)

Learning & Growth

Financial

“How do we attract resources and authorization

for our mission?”

Support Perspective

Non Profit and Public Sector Organizations


Most organisations do not know how to execute strategy.

Between 1988 and 1998, only 13% of companies were able to deliver 5.5% annual real earnings growth and deliver returns that covered their cost of capital.

Only 15% of the 794 programs reviewed in Fiscal

2005 were rated effective.

- Fortune Magazine - Barron’s

- Chris Zook, Profit From the Core

Companies on average realize only 60% of the financial performance their strategies promise... more than one-third of executives surveyed placed the figure at less than 50%.

- Harvard Business Review

Less than 10% of strategies effectively formulated are

effectively executed.


According to a recently completed Monitor study, strategy execution is the single most important issue to the executive suite.

"Using a 1-5 scale, please rate the level of interest / concernyou have in the following business issues at present.”

2.953.07

3.263.35

3.463.513.533.703.703.723.73

3.983.78

1

2

3

4

5

All Positions n = 354

Executing the strategy

Markettrends

Regulatory, compliance, and risk management

Growing the top line

Customer service

Forecasting & reporting effectiveness

Product / service fulfillment

HR

Product innovation / time to

market

IT capabilities ITO / BPO Investor relations

SCM

Source: Monitor Analysis. Survey of 354 executives; 49% of respondents are C-level and 56% are from companies with revenue greater than $1 billion


Do you have a formal strategy execution process in place?

Describe your organization’s current performance.

Yes No

(54%) (46%)

….We have breakthrough results…we are performing better than our peer group Sub-Total

12%58%70%

7%20%27%

…performing at the same level as our peer group.…performing at a lower level than our peer group…not performing at a sustainable level Sub-Total

18%9%3%30%

30%27%16%73%

Winners

Losers

Source: BSCol Research (Survey of 143 performance management professionals, drawn from BSCol On-Line Community, March 2006)

Organizations with a formal strategy execution process in place are dramatically outperforming organizations without formal processes.


Balanced Scorecard Hall of Fame for Executing Strategy By Industry 2000 – 2006


The typical benefits from successfully executing strategy are dramatic.

SM

MATURITY

Hall of Fame Company Descriptions

• Stakeholder satisfaction rose 9% to 16%• Saved $20 million in one year on protective policing• Viewed as model organization by funding

organizations (4 years)

Royal Canadian Mounted Police

• Successful merger of 2 mega-banks• Net business profit increased 117%• Moody’s / S&P credit rating from A2 /BBB to A1/A

(2 years)

• Revenues from $1.8B to $9.8B• Number one in market share (22%)• Customer satisfaction awards (4years)

(4 years)

• Wireless data revenue up 74%• Fortune – Most admired innovator• Forbes – One of 26 best managed

(3 years)

• Industry leading margins• Customer loyalty up• Cost per room down• Industry leading stock growth

• Inventory turnover from 1.4 to 3.7• Operating profit grew 70%• Output per employee grew 65%

(3 years)

• Exports doubled in value• Debt down 36%• Growers’ price yield increases from 84% to 93%

(3 years)

China Resources Microelectronics Coffee Growers of Columbia

• Turned $100M loss to $100M profit• 55% target market share• 40% revenue growth

(2 years)

Commercial Vehicle Business Unit

• Return on assets from 16% to 137%• Market share = 2X nearest competitor• World class call centers

(3 years)

CGISS


Strategy-Focused (Hall of Fame) Organizations Use Five Strategy Execution Principles

IV. MOTIVATE TO MAKE STRATEGY EVERYONE’S JOB

I. MOBILIZE CHANGE THROUGH EXECUTIVE LEADERSHIP

III. ALIGN THE ORGANIZATION TO THE STRATEGY

V. GOVERN TO MAKE STRATEGY A CONTINUAL PROCESS

II. TRANSLATE STRATEGY TO OPERATIONAL TERMS


Strategy Maps and Balanced Scorecards Translate Strategy into Action






2.1 Strategy translated in strategy map 2.2 Strategy described in Balanced Scorecard

2.3 Targets identified for all measures

2.4 Strategic initiatives rationalized

2.5 Executives accountable for initiatives


SupplyProduceDistributeManage Risk

OperationsManagement Processes

Process Perspective

EnvironmentSafety & HealthEmploymentCommunity

Regulatory & Social Processes

Select CustomersAcquire New CustomersRetain Existing CustomersGrow Business with

Customers

Customer ManagementProcesses

Information Capital

Organization Capital

Culture Leadership TeamworkAlignment

Identify New OpportunitiesSelect the R&D PortfolioDesign and DevelopLaunch

InnovationProcesses

Learning & Growth Perspective

Human Capital

Relationship Image

Customer Perspective

Customer Value Proposition

Price Quality Availability Selection Functionality Service Partnership Brand

Product / Service Attributes

Financial Perspective

Long-Term Shareholder Value

Productivity Strategy Growth Strategy

Enhance Customer Value

Improve Cost Structure

Increase Asset Utilization

Expand Revenue Opportunities

The strategy map aligns processes and intangible assets to deliver value to customers and shareholders.


University of Leeds Strategy Map:

15070426_Strategy-Execution_IrishMgt_Inst_Norton_PRINT


Strategy-Focused Organization Use a Best Practices Framework




3.1 Corporate contribution to strategy

defined

3.2 Enterprise scorecard guides business

units 3.3 Enterprise

scorecard guides support units 3.4 Scorecards align suppliers and/or

customers3.5 Scorecard reports to board and/or shareholders




3. Alignment: Cascade & Integrate Objectives Throughout the Organization

Corporate Scorecard

Business Units

Scorecard Cascade

Departments

Shared Services

Teams & Individuals

Corporate Scorecard

Business Units

Scorecard Cascade

Departments

Shared Services

Teams & Individuals


University of Leeds Cascades its University Strategy Map Out to Each Academic Unit

Defined set of University Measures

Develop key University Targets

Develop Faculty Measures

Develop key Faculty Targets


Senior executives, business unit managers, and the CIO struggle with managing the IT resource.

The three essential questions:

The CIO asks:

How can IT meet the growing needs of its customers (the business units) given the constraints placed on its resources?

The CEO and CFO ask:What is the return from

our investment in Information

Technology?

Business managers ask:Why can’t you run IT more like a business

(and focus on me, your customer)?


HR

IT

FIN

Strategic Support Service Portfolio

Enterprise Strategy

(Strategy Map)

1 2

Strategic Support Services Form the Bridge Between Enterprise and Functional Strategy

• Technology Infrastructure• Transaction Processing

Applications • Analytic and Decision

Support Applications

Strategic Information Capital Portfolio

• Strategic Competency Development

• Organization and Leadership development

• Performance Management Process

Strategic HR Service Portfolio

• Transactions, Controls & Processing

• External Compliance & Communication

• Planning and Decision Support Services

Strategic Financial Service Portfolio


Serve the National Interest and Increase Shareholder Value

Business and Technology Leaders say:“Guarantee secure,

reliable, high-quality

solutions” – C1

“Deliver on commitments to

enable my Mission Success” – C3

“Showme the value” –

C2

“Understand my unique business and

customer” – C4

“Innovate withme to win

business andkeep it sold” –

C5

Run the Business Earn Trusted Partnerships Advance the Business

Achieve Operational Excellence Through Disciplined Performanceexecutes

Magnify the Power of

Aerospace Inc.

Through IT

to

that

Our Diverse, Empowered Workforce

Realize theReal-Time Net-Centric

Strategy

Focused Actions

Anticipate, influence, and deliver on expectations –

P11

Strengthen communication, interactions, and relationships –

P10

Understand and manage unit costs – P5

Drive standardization

and consolidation –

P1

Optimize portfolios of assets,

initiatives, and service offerings –

P4

Effectively select and leverage suppliers – P2

Excel at program management and system

engineering – P3

Aggressively pursue knowledge of business strategies – P9

Live our values and demonstrate SPIRIT –

W2

Attract, develop, and retain a talented, energized, strategy-focused workforce

– W1

Promote creative thinking and innovative solutions – W3

Transform AI through effective collaboration,net-centric capabilities,

and innovative solutions – P13

Aerospace Inc. Enterprise Information Systems Strategy

Build the next generation

infrastructureand business systems – P6

Drive process improvement

through innovative

information access – P7

Continuously improve solutions, performance, and responsiveness –

P8

Accelerate horizontalintegration – P12

Improve margins – V1 Leverage investments – V2 Grow revenue – V3


Strategy-Focused Organizations Use a Best Practices Framework

4.1 Strategic awareness created4.2 Personal goals aligned4.3 Personal incentives aligned4.4 Competency development aligned







Motivate to Make Strategy Everyone’s Job

Create Strategic awareness : “Communicate seven times seven different ways”— Personal relevance (WIIFM) brings the strategy to life— Sustained communication uses different channels to get the message across

• Leadership meetings• CEO random visits to employees• Dear Colleague Quarterly Letter in Mellon News• Learning lunches & informal discussions• Intranet• Working groups facilitated by HR• Staff briefings

Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol European Summit, June 2005


You can’t tell them just once. “Communicate Seven Times, Seven Ways”

Posters Portal&

Website

Publications

Rolling Status

2

Translate our strategic priorities into operational

termsCompany & Functional

Strategy Maps authored

Training:Acting on a QSR Report,

Competency and Contribution (StratConn 2)

Consistent review of each objective, focus

Engage QSR focus and

measurement tool

Review organizational

structure

Training: Our Strategy (Strategy Connections Mod. 1)

Awareness

Early QSRs

2 1

SFO

Translate Strategy

Executive Leadership

Organization Alignment

Continual Process

Everyone's Job

4

53

Developchange mgmt,

mobilization, and communication

plans

Operationalize our Strategic Priorities

•Foci•Measures•Initiatives

EIS Balanced Scorecard created

Synchronize strategy content with changed customer business

and technology environments

Align Focus / Strategic Priority throughout the

organization

Horizontally flow objectives across organizations using

new Horizontal Team capability

Strategy mgmt processes and

tools standardized,

simplified

Learnings from the QSRs reflected in

Strategy

Business Area Strategy MapsIS&S, Aero, I&TS, Space

Bus. Unit Strat.

Maps (MS2,

…)

PRS Objectives aligned to Strategy

QSR cross-pollination across orgs

Shared Focus

in QSRs

QSR Measures

span orgs,reflect flow

Accountable org forEIS per-objective performance set

Eliminate roadblocks,

accelerate flow per objective

Quarterly focus, perf. to strategy viewable by all

All-employee actions by objective on

PASSPORT

Aligned PAs meet,

exploit comm. channel

Distinct org contributions, foci declared

Alignment analyzed

Orgs teamed by

objective shared focus

Knowledge Base, Guidance Center

Stage 1: The Launch

(6-12 Months)

Stage 3: The Strategy RefreshThe Heavy Lifting

(24-36 Months)

Stage 2: The Early Execution

(12-24 Months)

Year Over Year Conceptual SummaryYear Over Year Conceptual SummaryOur Strategy ManagementOur Strategy Management

Rebranding

Deep dives align activity to strategy

All-PAs Focus

Alignment speeds cross-org excellence to red objectives

Training

© Lockheed Martin Enterprise Information Services


Alignment: “Put Yourself On The Map”

© Lockheed Martin Enterprise Information Services


Making Strategy a Continual Process: The role for scorecards and dashboards






A. RESOURCE MANAGEMENT 5.1 Budget is driven by strategy

5.2 Planning linked to strategy

5.3 Portfolio of strategic initiatives aligned to themes

B. KEY PROCESS MANAGEMENT

5.4 Process improvement aligned to strategy

5.5 Best practice sharing in place

C. LEARNING & CONTROL

5.6 Strategy reviewed and adapted on a

regular basis

5.7 Data and analytics guide strategy

How the Closed-Loop Management System Links Strategy and Operations

b. Hold strategy reviews

a. Define strategic objectives and themes

b. Select measures and targets

c. Select strategic initiatives

d. Align the organization

2. STRATEGY TRANSLATION

1. STRATEGY DEVELOPMENT

a. Hold operations reviews

5. STRATEGY TESTING AND ADAPTING

3. OPERATIONAL PLANNING

a. Improve key processesb. Develop sales forecastc. Plan resource capacityd. Prepare budgets

a. Define mission, vision, and values

b. Conduct strategic analysisc. Formulate strategy

a. Conduct profitability analysisb. Conduct strategy correlation

analysisc. Examine emerging strategies

4. MONITORING AND LEARNING

Process

Initiative

EXECUTION

. .

Strategic Plan

Strategy MapStrategy Map

StratEx

Balanced Scorecard

Operating Plan

P&L’sP&L’s

OpEx/CapExOpEx/CapEx

DashboardsDashboards

ResultsResults


Linking Process Management to BSC Strategic Processes

Atuação diferenciada nos mercados doméstico e internacional

PerspectivaFinanceira

Perspectiva Mercado

Perspectivade ProcessosInternos

Ter custos competitivos

segundo padrões internacionais

Fortalecer imagem da marca Petroflex

Garantir rentabilidade e atratividade do

negócio

PerspectivaAprendizado eCrescimento

Desenvolver competências estratégicas

Desenvolver Logística

integrada com níveis

adequados de capital de giro

Aumentar participação de

produtos de maior valor agregado

Prover tecnologia de informação que

sustente os requisitos do

negócio

Conscientizar pessoas para atuar

de forma responsável

SER RENTÁVEL EM 23% DO CAPITAL INVESTIDO E AUMENTAR O VALOR DA EMPRESA PARA US$ 300 MILHÕES EM 5 ANOS

Garantir plena utilização das

plantas

Fortalecer presença no

mercado externo

Reenergizarpessoas

fortalecendo a gestão por resultados

Estreitar relacionamento com centros de

decisão dos clientes chave

Ser ágil e efetivo no desenvolvimento de soluções orientadas

aos clientes

Excelência Operacional Gestão de Clientes

Aumentar o valor da empresa

Otimizar custos fixos

Responsabilidade Social e Corporativa

Desenvolvimento Aplicado

Sustentar níveis de excelência em segurança, saúde e meio

ambiente

Garantir flexibilidade Operacional

Explorar novos negócios de forma

seletiva

Aumentar participação de

outros clientes de pneus

Sustentarcrescimento na Indústria Geral

Perseguir boas práticas de GovernançaCorporativa

Buscar diferenciais competitivos percebidos e

valorizados pelos mercados

Utilizar recursos com eficiência

Manter níveis adequados de endividamento

Strategy Map

To achieve this strategic process objective, how must we improve?T

axe

s

Dis

trib

uti

on M

arg

in

Inve

stm

ent

in P

hys

ical S

pace

/In

vento

ry

Sm

all

Quanti

ties

Mate

rial S

elec

tion (

Rubber

, O

ther

Chem

icals

)

Form

ula

tion s

upport

Oper

ati

ng p

roce

dure

s

Qualit

y C

ontr

ol and T

esti

ng P

roce

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Yie

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Scr

ap B

ench

mark

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Exp

ort

Support

Gen

eral M

gm

t Tra

inin

g

“Rubber

Univ

ersi

ty”

Equip

men

t S

elec

tion S

upport

Equip

men

t M

ain

tenance

Support

Sec

ond H

and E

quip

men

t Tra

din

g

Capaci

ty T

radin

g

KEY-ATTRIBUTES

RELA

TIV

E O

FFER

ING

LEV

EL

AS-I S VALUE PROPOSI TI ON

TO-BE VALUE PROPOSI TION

A completely new set of value attributes

Important value attributes fixes

23. DEVELOP STRATEGY

COMPETENCI ES

21. SUPPLY INFORMATI ON

TECHNOLOGY THAT SUPPORTS BUSINESS

REQUI REMENTS

24. AWARE PEOPLE TO ACT IN A RESPONSI BLE

MANNER

16. HAVE A STRONG

PRESENCE AT EXTERNAL MARKET

22. EMPOWER PEOPLE AND

FORTIFY VALUE-ORIENTED MGMT

CUSTOMER MGMT

17. SEARCH LONG TERM

RELATI ONSHI PS ALONG WITH

TARGET CUSTOMERS

18. BE AGI LE AND EFFECTI VE ON THE DEVELOPMENT OF

CUSTOMER-ORI ENTED

SOLUTI ONS

APPLIED DEVELOPMENT

BE CONTI NUOUSLY I NNOVATI VE ON OUR PRODUCT

LINES

HAVE AN IN-DEPTH UNDERSTANDING

ABOUT OUR MARKETS AND THEI R TARGET-

SEGMENTS

HAVE A CONTINUOUS MONI TORING

PROCESS RELATED TO OUR

PRODUCTS PERFORMANCE

CRI TI CAL SUCCESS FACTORS


18. BE AGILE AND EFFECTIVE ON THE DEVELOPMENT OF

CUSTOMER-ORIENTED SOLUTIONS

% Performance-Controlled Products

# of Co-created Proposals

# of Protected Ideas

RDEI - R&D Effectiveness Index Time-to-Market

Strategic Objective and Metrics

Critical Success Factors

Business Processes Metrics

Linking a Balanced Scorecard R&D strategic objective to critical success factors and metrics.

BE CONTINUOUSLY INNOVATIVE ON OUR

PRODUCT LINES

HAVE AN IN-DEPTH UNDERSTANDING ABOUT

OUR MARKETS AND THEIR TARGET-SEGMENTS

HAVE A CONTINUOUS MONITORING PROCESS

RELATED TO OURPRODUCTS PERFORMANCE

IDEA TESTING

NEW PRODUCTSPLAN AND STRATEGY

DEVELOPMENT

ESTABLISH PRIORITIES AND PROTECT NEW

PRODUCT IDEAS

PROPOSALS DEVELOPMENT

SCHEDULING, BUDGETING AND

PRIORITIES ESTABLISHING

SALES AND NEW PRODUCTS

DEVELOPMENT EVALUATION


Dashboards articulate the critical link between strategy management and operations management

MAP MODEL MOVE

THEME linked to PROCESS PROCESS linked to

METRICSMETRICS improve PROCESS

PROCESS supports THEME

Identify operational processes key to executing strategy and manage those processes using analytical models rather than instincts

Analytical models identify drivers to the process and display these drivers on a dashboard accessible to managers that can make an impact

Drivers include not only financial (lagging) metrics, but operational, environmental, demographic, and other situational leading indicators

Models will be updated with actual results and the cause-and-effect correlations will be improved

Dashboards tailored based on the user and the ability to “drill-down” from a strategic objective to a low-level operational metric maintained across the enterprise value chain


With advances in technology, next-generation dashboards can now fulfill the role of full-fledged performance management tools

Advanced visualization methods, with ability to represent large, complex data sets, makes information “actionable”

Alignment to strategy – focused on processes that are key to overall strategy execution

Ability to display data from multiple sources, mix of quantitative and qualitative information

Pre-defined navigation paths to facilitate analysis and improve user experience, improved audit trails and data transparency


















Process

Initiative

EXECUTION

. .

Strategic Plan


StratEx

BSC

Operating Plan

P&L’sP&L’s



ResultsResults


Operational Review Meetings: Role for KPI Dashboards— Frequent (daily, twice weekly, weekly)— Departmental and functional personnel— Identify and solve operational problems (late deliveries,

equipment downtime, supplier problems)— Promote continuous improvement (better, faster, cheaper)

Companies use strategy scorecards and operational dashboards to inform their different management meetings.

Strategy Review Meetings: Role for Balanced Scorecard and Time-Driven ABC Reports — Monthly— Management team; cross functional, multiple business units— Discuss and solve problems with strategy implementation— Manage product and customer profitability


Identify Performance Issues: Focus on the performance of objectives NOT measures.

What are the measures telling us? Are the measures driving change and adding focus?

Analyze Objective Performance:

Take Action: Discuss and agree on how to remedy issues. Assign accountability to ensure decisions are

implemented.

What are the root causes of what’s occurring? What are the expectations for the future? And, are current initiatives sufficient to close the performance gap?

What action steps – including additional or different initiatives - are required to improve performance going forward?

Are initiative on track to deliver expected value? If not, why and what can be done to remedy issues?

Use of a BSC Report in Strategy Review Meetings1

3

5

2

4

The leadership team uses the BSC to review performance, test strategic hypotheses and make informed decisions

Objective:

Discussion/Update:

Recommendations/Required Actions:

Person(s) Responsible: Due Date: Priority (A, B, C):

Action Item Detail:1. 2. 3.

6

7

ILLUSTRATIVE

I03 Identify Adverse Trends

Support trends

IO3 Identify Adverse Trends

K01 Develop Quality Tracking Program

K01 Develop Quality Tracking Program

Develop program to track all incident root causes identified during reviews and perform trend analysis

Application needs to be selected within next 60 days to stay on schedule


















Process

Initiative

EXECUTION

. .

Strategic Plan


StratEx

Balanced Scorecard

Operating Plan

P&L’sP&L’s



ResultsResults


A systematic selection approach supports unlocking the full potential of the Balanced Scorecard management system

Software Role in Strategy Management

clearly communicate strategy and measures across the organization

display linkages among objectives, measures, and initiatives

capture and analyzing performance data across the organization

provide relevant information on results in a clear, concise and useful manner

Application software should support the Balanced Scorecard approach to creating a Strategy-Focused Organization:

33©2007 Balanced Scorecard Collaborative and Robert S. KaplanThe Objectives and Measures shown are for illustration purposes only.

Illustrative


What Are Some of the Benefits from Automated BSC Solutions?

“You don’t have to wait for the next meeting to be informed. Management meetings focus only on the real issues…. We expect to save $5 mm a year from administration costs alone by replacing spreadsheet managed Balanced Scorecards with [an automated application].”

Peter Geelen, CIO Philips Corporate Control

“Instant communication…. Easy to understand view of the data…. Saves 20 – 40 hours of labor per month preparing charts…. Saves management time reviewing results.”

Ben Patterson, Unisys Corporation

“[The integration of an automated BSC application has increased the] visibility that we are experiencing around the intangibles, the knowledge, the idea generation and helping that differentiate what we do.”

Michael Collins, WorldTravel BTIFormally McCord Travel Management


Strategy-Focused Organizations Use a Best Practices Framework






1.1 Leaders drive strategy execution 1.2 Executives make case for change1.3 Leaders reinforce strategic priorities

1.4 Well articulated strategy exists

1.5 Office of Strategy Management established


Strategy Management: An Emerging Professional Group

Managing Strategy CSMO

Managing Customers

• Market Research• Brand Management

Managing Technology

• Engineers• Scientists

Managing Quality

• Black Belts• ISO Certified

Managing Money

• Accountants (CPAs)• Controllers

Executive Team

Held together bya shared view of

the strategy

Managing People

• Aligning and Developing Human Capital

CFO

CIO

CHCO

MKTG

OPS

CEO


Employee Alignment

Q1 Q2 Q3 Q4

Strategy Management

ProcessesAnnual Cycle

Enterprise Strategic Planning

Organization Planning and

Alignment

Financial & Resource Planning

Management Control & Learning

Annual Update of Strategy• Clarify Vision• Adapt Corporate Strategy

Planning / Budgeting• Budgets• Plans • Initiatives

Employee Alignment• Personal goals• Employee incentives• Personal development

Review Strategy and Operations

Share Best Practices

Manage Strategic Initiatives

Communicate Strategy

Modify the Corporate Scorecard / Strategy Map

• Finance• IT• HR

Align the Organization• Corporate and business units

aligned• Business and support units aligned• Board of Directors aligned

Modify Business and Support Unit Scorecards

CoordinatedBy

Accountable Executives

CEO/Executive Team

BSC Project Team (OSM)

LOB Leaders

Support Unit Leaders

BSC Project Team (OSM)

Chief Financial Officer Human Resources Officer Chief Information Officer Chief Operating Officer

Human Resources Officer

CEO/Executive Team/OSM

Program Office (OSM?)

Chief Knowledge Officer

Corporate Communications

OFFICE

OF

STRATEGY

MANAGEMENT

The Office of Strategy Management facilitates nine strategy management processes throughout the year.

may 15-17, 2007 las vegas, nv balanced scorecard collaborative/palladium 55 old bedford road...

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