5. Where are we now?
ปั จจุบนเราอยู่ ณ จุดไหน?
ั
SWOT Analysis
Where do we want to go?
เราต้องการไปสู่ จุดไหน?
Vision and Goals
How do we get there?
เราจะไปสูจุดนั้นได้อย่างไร?
่
Strategies
23. MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
TOTAL QUALITY MANAGEMENT
What we must improve
EMPOWERMENT / PERSONAL OBJECTIVES
What I need to do
24. MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
BALANCED SCORECARD
Translate, Focus and Align
STRATEGIC INITIATIVES
What are the priorities
TOTAL QUALITY MANAGEMENT
What we must improve
EMPOWERMENT / PERSONAL OBJECTIVES
What I need to do
STRATEGIC OUTCOMES
Satisfied
SHAREHOLDERS
Delighted
CUSTOMERS
Efficient and Effective
PROCESSES
Motivated & Prepared
WORKFORCE
27. The Shareholder
The Mission Stakeholder
Financial Perspective
Fiduciary Perspective
"If we succeed, how will we look
to our shareholders?”
Customer Perspective
"If we succeed, how will we
look to our taxpayers
(or donors)?”
"To achieve our vision, how
must we look to our
customers?”
Customer Perspective
"To achieve our vision, how must
we look to our customers?”
Internal Perspective
Internal Perspective
“To satisfy our customers, financial
donors and mission, what business
processes must we excel at?”
"To satisfy our customers, at
which processes must we
excel?”
Learning & Growth
Learning & Growth
"To achieve our vision, how must
our organization learn and
improve
Private Sector Organizations
“To achieve our vision, how must our
people learn, communicate, and work
together?”
Government & Non-Profit Organizations
28. Longer Term (3-5 year) View
Strategy and Map
C1
P1
P2
L4
Financial
F2
Customer
Be the community hospital of choice
To provide top-notch healthcare to our
community
F1
Objectives
Internal
Vision
Learning
Mission
Shorter Term (Annual) View
•
Grow highmargin
service
•
% revenue
from highmargin
services
•
Provide
personalized
care
•
Customer
satisfaction
survey rating
•
Service level
spot check
rating
•
•
Keep patients
informed
Provide
technology &
resources
•
% new
technology
used by staff
Initiatives
Targets
Measures
•
•
•
‘04 xx%
‘05 xx%
‘06 xx%
•
•
•
‘04 xx%
‘05 xx%
‘06 xx%
•
•
•
‘04 xx%
‘05 xx%
‘06 xx%
Accountable
Resource Alloc.
‘04 xx%
‘05 xx%
‘06 xx%
•
•
•
Milestones
•
Develop
organizationwide survey
•
Survey drafted
by 6/04
•
Electronic
notes project
•
Complete by
2004
All patients
logged in
•
•
Learning
assessment
project
•
Deadline met
•
•
•
Mkg. Team
•
$ xxxx
Dept. Chairs
•
$ xxxx
HR
Committee
•
$ xxxx
Strategy
Tactics
“Leadership”
“Management”
29.
30. ใช้ Strategy Maps และ BSC ในการสื่อสาร
Ask the President
Bulletin Boards
Videos
ED IT ORIAL
THE PUNY
PAYOFF FROM
OFFICE COMPUTERS
H
Special Report
MAN AGEMEN T'S
NEW EST STEP
C ove r Stor y
THE COMPUTER
SLUMP
Speci al Re po rt
MA NAG EMEN T D ISC OVER S
T HE HU M AN SID E OF AU T OM AT ION
Newsletters
Classes
Training Workshops
40. Professor Robert Kaplan (Harvard University) & Dr.
David Norton
Harvard Business Review 1992
Harvard Business Review : BSC เป็ นหนึ่งใน
เครื่องมือทางด้านการจัดการ ที่มีผลกระทบต่อ
องค์กรธุรกิจมากที่สุดเครื่องมือหนึ่ง ในรอบ 75 ปี
62. พัฒนาในปี 1969 โดยองค์กร the United States Agency
for International Development (USAID)และนิยมใช้โดย NGOs
Logical Framework Approach เป็ นวิธีการออกแบบ
โครงการ ส่วน LogFrame คือชื่อเรียกเอกสาร
64. Narrative Summary
Objectively Verifiable Means of Verification External Factors
(Assumptions)
Indicators - OVIs
-MOVs
Development Objective
Important….which
must prevail the goal.
Immediate Objective
Important….for the
achievement of the
purpose
Outputs (Results)
1.
2.
3.
Activities
1.
2.
3.
4.
Important events,
conditions, or
decisions outside
control of the project
management
necessary for the
production of output.
Inputs
1.1
1.2
1.3
1.4
Important events,
conditions, or
decisions outside
control of the project
management
necessary for the start
of the project.
85. #1. No Executive Ownership
(done by middle management team only; long
development process)
Using It
RIGHT
NOT
Using
BSC
Using It
WRONG
#2. Scorecard Not Linked to
Strategy (no strategy map - just KPIs in 4
perspectives; mostly financial measures; done
as a systems project; done only for
compensation)
#3. Scorecard Not Linked to
Management Processes (Mobilize,
Translate, Align, Motivate, Govern)