5. N4
StraPP BPSH
as a
Communication Tool
Measurement System
Strategic Management System
6. N5
Only 10% of
organizations execute
their strategy
BARRIERS to STRATEGY EXECUTION
Vision People Resource Management
Barriers Barriers Barriers Barriers
60% of 85% of
Only 5% of the Only 25% of
organizations executive teams
workforce managers have
don’t link spend less than
understands the incentives linked
budgets to one hour per
strategy to strategy
strategy month discussing
strategy
StraPP BPSH
7. N6
Planning in Action
Planning is Fun
StraPP BPSH
8. N7
Step 1
STRATEGIC THINKING Options
Generating Options
What might happen?
Step 2
STRATEGIC DECISION MAKING Decisions
Making Choices
What will we do?
Step 3
STRATEGIC PLANNING Actions
Taking Actions
How will we do it?
StraPP BPSH
9. N8
STRATEGY
DEVELOPMENT
and
IMPLEMENTATION
StraPP BPSH
10. N9
DIRECTION
STRATEGY MAP
MEASUREMENT SYSTEM
StraPP BPSH
11. N10
Mission
E CTI
O N Values
IR
Vision
D
E GY
Strategies
AT
S TR M
AP
Objectives
Performance Measures
RE
M
E NT
M
Targets
U S TE
AS
M
E SY
Initiatives
StraPP BPSH
12. N11
Mission Why We Exist
Values Guiding Principles
Vision Word Picture of the Future
Strategy Overall Directional Areas
Objective What We must Do
Performance Measure Evaluation Standard
Target Desired Result
Initiative Specific Program/Action
StraPP BPSH
13. N12
MISSION
STATEMENT
“A Mission Statement defines the core purpose of the
organization, its raison d'etre.”
Who are you as an organization?
Whom do you serve?
Why do you exist?
StraPP BPSH
14. N13
Effective Mission Statements
Simple and Clear
Inspire change
Long-term in nature
Easy to understand and communicate
StraPP BPSH
15. N14
VALUES
“Values represent the way things get done at the
organization. They represent the deeply held beliefs within
the organization and are demonstrated through the day-
to-day behaviors of all employees.”
“What we stand for”
“Values should support your mission and help you achieve
your organizational objectives”
StraPP BPSH
16. N15
VISION
STATEMENT
A vision statement provides a word picture of what the
organization intends ultimately to become in the future.
Vision statement acts as a conduit between your reason for being
(as reflected in the mission), the values representative of your
culture, and the strategy you’ll put into execution to reach your
desired future stated.
StraPP BPSH
17. N16
Elements of Effective Vision
Statements
It is concise
It balances external and a
internal elements
It appeals to all stakeholders
It is consistent with mission and values
It is verifiable
It is feasible
It is inspirational
It paints a word picture
StraPP BPSH
18. N17
STRATEGY
“Strategy represents the broad priorities (the overall directional
areas the organization will pursue) adopted by an organization.”
StraPP BPSH
19. N18
Six Steps of Strategy Development
1. Review the effectiveness current planning effort
2. Performing Environmental Scan (STEPP)
3. Stakeholder Analysis
4. The SWOT Analysis
5.Identifying Strategic Issues
6. Developing Strategies
StraPP BPSH
20. N19
MISSION
4 Perspectives of
a Strategy Map
CLIENT
How do we create an impact
for our clients?
BUDGET OPERATION
To create an impact for clients
How do we effectively manage STRATEGY
while meeting budgetary
and allocate resources to
constraints, at what business
maximize our impact?
processes must we excel?
LEARNING & GROWTH
How do we align our
intangible assets to improve
our ability to support our
strategy?
StraPP BPSH
21. N20
PERFORMANCE
OBJECTIVES
“Performance objectives describe what you must do well in order to
effectively implement your strategy. They are more specific than
what is contained in strategy, but less precise than performance
measures. Objectives typically begin with an action verb.”
StraPP BPSH
22. N21
a p
y M
t eg
r a Mission: We exist to ______for_____ in order
St to ________ so that ________.
Client
Objective Objective Objective
C1 C2 C3
Operation
Objective Objective Objective Objective
O1 O2 O3 O4
& Growth
Learning
Objective Objective Objective
L1 L2 L3
Budget
Objective Objective
B1 B2
StraPP BPSH
23. N22
PERFORMANCE
MEASURES
“Performance measures may be considered standards used to evaluate
and communicate performance against expected results.”
Input Measures
Output Measures
Outcome Measures
StraPP BPSH
24. N23
A Sample Strategy Map & Set of Performance Measures
Mission: Develop a Strategy Development and Implementation (StraPP) for BPSH in order to focus
and align BPSH’s initiatives so that all BPSH’s staff can understand and execute their job effectively.
Strategy Map Performance Measures
C1: % of surveyed staff aware of StraPP
implementation.
Client
C1: C2: C3:
Increase StraPP Maintain Staff Achieve
C2: Staff satisfaction with StraPP
Knowledge Satisfaction Milestones
C3: % of planned tasks completed on time.
O1: Number of StraPP presentation given (all
staff)
Operation
O1: O2: O3: O2: % of staff’s SKT related StraPP
O4:
Share Knowledge Cascading of Performance Monitoring O3: Number of consultation session of StraPP
StraPP Appraisal
O4: % of StraPP’s report progress from unit/
sector
L1: % of team members attending advanced
& Growth
Learning
L2: Strategic Management Training
L1: L3:
Ensure Team Access of Tools L2: % of team meeting with 100% attendance
Increase Skills
Involvement
L3: % of identified resources available to the
team (technology, SM Literature, etc.)
Budget
B1: B1: Variance to initiative budget
Fiscal Stability
StraPP BPSH
25. N24
PERFORMANCE
TARGETS
“Performance targets represent the desired result of a performance
measure. By comparing actual performance results against
predetermined target, we receive information that is imbued with
value and meaning.”
Long-term Targets
Midrange targets
Short-term Targets
StraPP BPSH
26. N25
INITIATIVES
“Initiatives are the specific programs, activities, projects, or actions
we will engage in to help ensure we meet or exceed our performance
targets.”
Ensuring Initiatives Support Our Strategy
Prioritizing Strategic Initiatives
Creating New Initiatives
StraPP BPSH
27. N26
MODUS OPERANDI
Phase 1
Phase 2
StraPP BPSH
28. N27
PHASE 1 : DEVELOPMENT & DOCUMENTATION
TARGET EXPECTED
ACTIVITY DATE
GROUP OUTPUT
Top Direction
1st Meeting 11-13 Sep 09
Management Strategy Map
Top
Measurement
2nd Meeting Management October 09
System
& Head of Unit
Top
Final
3rd Meeting Management November 09
StraPP BPSH
& Head of Unit
StraPP BPSH
29. N28
PHASE 2 : CASCADING & PROMOTION
TARGET EXPECTED
ACTIVITY DATE
GROUP OUTPUT
Familiarization
4th Meeting BPSH Staff December 09 of StraPP
BPSH
All Staff Translation of
5th Meeting December 09 StraPP BPSH
within Sector into SKT
BPSH Staff StraPP BPSH
Launching January 2010
BPSH Clients Documentation
StraPP BPSH
30. N29
1st Meeting Objectives:
1. Refine BPSH’s Mission, Values and Vision
2. Develop Strategies to achieve BPSH’s Mission
3. Translate Strategies into Objectives
4. Produce BPSH Strategic Map
StraPP BPSH
31. N30
1st Meeting TIMETABLE
Day Morning 1 Morning 2 Afternoon Night
Introduction
11 Sep to StraPP
(Friday) Development
Process
STRATEGY
12 Sep DIRECTION: MAP:
(Saturday) Mission, Values & Vision of BPSH Strategies &
Objectives
13 Sep STRATEGY MAP:
(Sunday) Strategies & Objectives
StraPP BPSH
32. N31
DELIVERY METHOD
1. Group Discussion
2. 1-2-5 Technique
3. Gallery Walk
4. Post-it Technique
5. Survey
StraPP BPSH
