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BALANCED SCORECARD FOR STRATEGIC PLANNING AND MEASUREMENT Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad
Intro: CNI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Introduction to Balanced Scorecard and Strategy
[object Object],[object Object]
What’s wrong with Strategic Planning Today? ,[object Object],[object Object],[object Object],[object Object],[object Object],Also known as  L.O.S.E.R.
What’s wrong with Strategic Planning Today? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why BSC? ,[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Balanced Scorecard: Corporate Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “ To satisfy our customers, in which internal business processes must we excel?" Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?
Balanced Scorecard: NGOs, Non-Profits, Governments Mission “ Who are our targets? What is our value proposition?” Internal Process “ To satisfy our targets, in which internal processes must we excel?" Learning & Growth “ What capabilities and tools do our staff require to help them execute our strategy? Financial “ To fulfill the Mission, what Financial, how do we fund Internal Processes?”
Side notes on BSC ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Today’s Agenda
Summary: Today’s presentation 1. Business Model + BSC = Boundaries 2. Strategy + BSC = How 3. PMS + BSC = Execution
What is the Business Model? USP Market  Discipline Profit Model ,[object Object],[object Object],[object Object]
What is the Business Model? USP Market  Discipline Profit Model
Business Model: Profit Model Revenue Cost Margin Cash  Flow Assets
Strategy + BSC Revenue Financial Learning & Growth Internal Process Customers  Cost Margin Cash Flow Asset
What is the Business Model? USP Market  Discipline Profit Model
Intro: Market Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],"They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy
Strategy: Value Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
Strategy: Value Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
Strategy: Value Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Value Disciplines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
The McPlaybook* ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],*Adapted from: Businessweek , Februrary 5 th  2007 www.myCNI.com.my www.OOBEY.com
Strategy: Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
Strategy: Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) HP  well-balanced portfolio, mass customization  Acer  super lean cost structure, aggressive pricing Apple  powerful products, premium pricing, limited range  Still Doing well in 2009
What is the Business Model? USP Market  Discipline Profit Model ,[object Object],[object Object],[object Object]
Summary: Today’s presentation 1. Business Model + BSC = Boundaries    Done 2. Strategy + BSC = How 3. PMS + BSC = Execution
2. Strategy + BSC = How ‘Hope’ is not a strategy
What is your Goal? ,[object Object],[object Object],[object Object]
Growth Strategy “ Double-Digit Growth”, Michael Treacy www.myCNI.com.my www.OOBEY.com   ,[object Object],[object Object],[object Object],[object Object],[object Object],GROWTH
Growth Strategy “ Double-Digit Growth”, Michael Treacy www.myCNI.com.my www.OOBEY.com   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GROWTH
How Markets determine Growth Strategies (1) ,[object Object],www.myCNI.com.my www.OOBEY.com   ,[object Object],[object Object],[object Object],[object Object],[object Object],Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],Why? Flat Fast Growth Rate
[object Object],How Markets determine Growth Strategies (2) www.myCNI.com.my www.OOBEY.com   ,[object Object],[object Object],[object Object],[object Object],[object Object],Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],Why? High Low Churn Rate
How Markets determine Growth Strategies (3) ,[object Object],www.myCNI.com.my www.OOBEY.com   ,[object Object],[object Object],[object Object],[object Object],Fast Growth, Low Churn
Side Notes on Cost Reduction Strategy ,[object Object],5% - 30% 30% - 80% Business Model ,[object Object],[object Object],[object Object],[object Object],Operational ,[object Object],[object Object],[object Object],[object Object]
Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers  Cost Margin Cash Flow Asset Satisfaction
Strategy: Disciplines, Priorities, and KPIs Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Disciplines, Priorities, and KPIs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Value Disciplines
Strategy: Value Disciplines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy: Value Disciplines
Strategy: Value Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
Strategy: Value Disciplines Operational Excellence (low cost producer) Ref:  The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers  Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Satisfaction
Alignment: 4-Wheels Model Culture Business  Model Strategic Planning Structure Person Leadership Resources
Alignment: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Culture
Alignment: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Structure
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Leadership
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Person
Strategy: Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Resources
Alignment: 4-Wheels Model Culture Business  Model Strategic Planning Structure Person Leadership Resources
[object Object],Each Discipline Requires Different Priorities & Resources Operational Excellence Customer Intimacy Organization, jobs, skills Management  systems Information and  systems Culture, values, norms
Each Discipline Requires Different Priorities & Resources ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organization, jobs, skills Management  systems Information and  systems Culture, values, norms
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management  systems Information and  systems Culture, values, norms
Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management  systems Information and  systems Culture, values, norms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers  Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
Summary: Today’s presentation 1. Business Model + BSC = Boundaries    Done 2. Strategy + BSC = How 3. PMS + BSC = Execution    Done
3. PMS + BSC = Execution KPIs and PMS
Reminder: Why BSC? ,[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Before we start… ,[object Object],[object Object],[object Object]
Before we start… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Before we start… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example: Selection of KPIs for BSC ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Wrong KPIs ,[object Object]
KPIs and Behavior ,[object Object],[object Object],[object Object],[object Object]
KPIs and Behavior ,[object Object],[object Object],[object Object]
Cause and Effect Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers  Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
Cause and Effect: An Example Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
Sample: Other 1 st  Level KPIs across industries… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Manufacturing Travel & Leisure Hospitality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Telecommunications Retail Financial Services
Sample KPIs for Each Discipline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
B2B/B2G BSC Matching Customer/Client/ Government BSC Your BSC ,[object Object],[object Object],[object Object]
Cascading Customer Perspective BD New Business Mkt Share Gain Mkt Base Retention Indirect Direct Targets Strategies Goals
E3 – Department BSC Customer Perspective –  Marketing Department Budgeting Share Gain Base Retention OPEX CAPEX Targets Strategies Goals
Individual MBO Employee A –  Marketing Executive Re: Base Retention Competition Crossovers Class B  Customer Retention Class A  Customer Retention Score Weight (%) Targets Action Plans KRAs
What’s In Between Planning and Execution? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model www.myCNI.com.my www.OOBEY.com
What’s In Between Planning and Execution? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model a.k.a. Strategy Planning a.k.a. Strategy Implementation www.myCNI.com.my www.OOBEY.com
Performance Execution Clarity www.myCNI.com.my www.OOBEY.com   Useless Poor Average Good Excellent E D C B A
Performance Execution Clarity www.myCNI.com.my www.OOBEY.com   Useless Poor Average Good Excellent E D Good C B A
Performance Execution Clarity www.myCNI.com.my www.OOBEY.com   Useless Poor Average Good Excellent Commit Suicide E Not Good D Good C Very Good B Excellent A
Performance Execution Clarity www.myCNI.com.my www.OOBEY.com   Commit Suicide Not Good Good Very Good Excellent Unacceptable performance E Did not fully meet planned results D Achieved Planned Results C Higher than planned results B Consistently achieved 4 for 3 quarters A
Performance and Pay Clarity ,[object Object],[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Performance and Pay Clarity ,[object Object],[object Object],[object Object],www.myCNI.com.my www.OOBEY.com
Compa Ratio Table ,[object Object],[object Object],[object Object],[object Object],[object Object],Grade E2 Min RM2,000 MID RM2,500 Max RM3,000 www.myCNI.com.my www.OOBEY.com
Performance and Pay Clarity www.myCNI.com.my www.OOBEY.com   1 2 3 4 5 1 2 3 4 5 6 2 3 4 5% 6 7 3 4 5 6 7 8 4 5 6 7 8 9 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
Performance and Pay Clarity www.myCNI.com.my www.OOBEY.com   0 0 0 0 0 1 0 0 1 1 1 2 3 4 5% 7 9 3 3 5 9 12 18 4 5 8 12 15 20 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff www.myCNI.com.my www.OOBEY.com
End Notes Tying it all up
Review processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problems, problems and more problems…
Alignment: 4-Wheels Model Culture Business  Model Strategic Planning Structure Person Leadership Resources
Thank You. soft copy of slides:  www.totallyunrelatedrandomanddebatable.blogspot.com

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Balanced Scorecard for Strategic Planning and Measurement

  • 1. BALANCED SCORECARD FOR STRATEGIC PLANNING AND MEASUREMENT Case Study, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad
  • 2.
  • 3. Introduction to Balanced Scorecard and Strategy
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. Balanced Scorecard: Corporate Financial “ To satisfy our stakeholders, what Financial objectives must we accomplish?” Internal Process “ To satisfy our customers, in which internal business processes must we excel?&quot; Customer “ Who are our target customers? What is our value proposition?” Learning & Growth “ What capabilities and tools do our employees require to help them execute our strategy?
  • 9. Balanced Scorecard: NGOs, Non-Profits, Governments Mission “ Who are our targets? What is our value proposition?” Internal Process “ To satisfy our targets, in which internal processes must we excel?&quot; Learning & Growth “ What capabilities and tools do our staff require to help them execute our strategy? Financial “ To fulfill the Mission, what Financial, how do we fund Internal Processes?”
  • 10.
  • 12. Summary: Today’s presentation 1. Business Model + BSC = Boundaries 2. Strategy + BSC = How 3. PMS + BSC = Execution
  • 13.
  • 14. What is the Business Model? USP Market Discipline Profit Model
  • 15. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
  • 16. Strategy + BSC Revenue Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset
  • 17. What is the Business Model? USP Market Discipline Profit Model
  • 18.
  • 19. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  • 20. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  • 21. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
  • 22.
  • 23.
  • 24. Strategy: Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  • 25. Strategy: Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009
  • 26.
  • 27. Summary: Today’s presentation 1. Business Model + BSC = Boundaries  Done 2. Strategy + BSC = How 3. PMS + BSC = Execution
  • 28. 2. Strategy + BSC = How ‘Hope’ is not a strategy
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36. Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Satisfaction
  • 37. Strategy: Disciplines, Priorities, and KPIs Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  • 38.
  • 39.
  • 40.
  • 41.
  • 42. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  • 43. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
  • 44. Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Satisfaction
  • 45. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
  • 52.
  • 53.
  • 54.
  • 55.
  • 56. Strategy + BSC Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
  • 57. Summary: Today’s presentation 1. Business Model + BSC = Boundaries  Done 2. Strategy + BSC = How 3. PMS + BSC = Execution  Done
  • 58. 3. PMS + BSC = Execution KPIs and PMS
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
  • 66.
  • 67. Cause and Effect Revenue Base Retention Share Gain Positioning Adjacent Market New Business Financial Learning & Growth Internal Process Customers Cost Margin Cash Flow Asset Operational Excellence Product Leadership Customer Intimacy Investment Strategy Competencies Information Systems Motivation, empowerment, alignment Satisfaction
  • 68. Cause and Effect: An Example Financial Learning & Growth Internal Process Customers / Distributors Revenue Growth Productivity Market Value Department Operations Supplier & Alliances External Involvement Target Markets Products/ Services Channel Strategies Human Resources Technology Information & Intelligence Systems & Processes
  • 69.
  • 70.
  • 71.
  • 72. Cascading Customer Perspective BD New Business Mkt Share Gain Mkt Base Retention Indirect Direct Targets Strategies Goals
  • 73. E3 – Department BSC Customer Perspective – Marketing Department Budgeting Share Gain Base Retention OPEX CAPEX Targets Strategies Goals
  • 74. Individual MBO Employee A – Marketing Executive Re: Base Retention Competition Crossovers Class B Customer Retention Class A Customer Retention Score Weight (%) Targets Action Plans KRAs
  • 75. What’s In Between Planning and Execution? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model www.myCNI.com.my www.OOBEY.com
  • 76. What’s In Between Planning and Execution? Succession Planning (Business Continuity) Talent Management Differentiation Performance Management System Budgeting + Planning KPIs BSC Business Model a.k.a. Strategy Planning a.k.a. Strategy Implementation www.myCNI.com.my www.OOBEY.com
  • 77. Performance Execution Clarity www.myCNI.com.my www.OOBEY.com Useless Poor Average Good Excellent E D C B A
  • 78. Performance Execution Clarity www.myCNI.com.my www.OOBEY.com Useless Poor Average Good Excellent E D Good C B A
  • 79. Performance Execution Clarity www.myCNI.com.my www.OOBEY.com Useless Poor Average Good Excellent Commit Suicide E Not Good D Good C Very Good B Excellent A
  • 80. Performance Execution Clarity www.myCNI.com.my www.OOBEY.com Commit Suicide Not Good Good Very Good Excellent Unacceptable performance E Did not fully meet planned results D Achieved Planned Results C Higher than planned results B Consistently achieved 4 for 3 quarters A
  • 81.
  • 82.
  • 83.
  • 84. Performance and Pay Clarity www.myCNI.com.my www.OOBEY.com 1 2 3 4 5 1 2 3 4 5 6 2 3 4 5% 6 7 3 4 5 6 7 8 4 5 6 7 8 9 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • 85. Performance and Pay Clarity www.myCNI.com.my www.OOBEY.com 0 0 0 0 0 1 0 0 1 1 1 2 3 4 5% 7 9 3 3 5 9 12 18 4 5 8 12 15 20 5 > 1.3 ≥ 1.1 - ≤1.3 >0.9 - <1.1 ≥ 0.7 - ≤0.9 < 0.7
  • 86. Curse of the Bell Curve ‘ A’ Staff ‘ B’ Staff ‘ D’ Staff ‘ E’ Staff ‘ C’ Staff www.myCNI.com.my www.OOBEY.com
  • 87. End Notes Tying it all up
  • 88.
  • 89. Problems, problems and more problems…
  • 90. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
  • 91. Thank You. soft copy of slides: www.totallyunrelatedrandomanddebatable.blogspot.com