Material Kaplan En-Sp 10-2008

The New Strategy Execution System
Using Strategy Maps and Balanced

Scorecards and many other
management tools
Dr. Robert S. Kaplan
Baker Foundation Professor, Harvard Business School
Chairman, Professional Practice Group, The Palladium Group
El nuevo sistema de ejecucin de la

estrategia usando mapas estratgicos
y Balanced Scorecards y muchas
otras herramientas de Gestin.
Dr. Robert S. Kaplan
Profesor Fundacin Baker, Escuela de Negocios Harvard, Presidente Grupo de
Prctica Profesional, El Grupo Palladium
Why do Companies Need a Balanced Scorecard?

The Source of Value Has Shifted From Tangible to Intangible Assets
percentage of market value related to
Intangible
Assets
38%
62%
Tangible
Assets
62%
38%
85%
15%
1982
19921
20002
1. Brookings Institute
2. Baruch Lev analysis of S&P500 companies
3
Por qu necesitan las Empresas una Balanced Scorecard?

La fuente de valor ha cambiado de activos tangibles a intangibles.
Porcentaje del valor de mercado relacionado a.
Activos
Intangibles
38%
62%
Activos
Tangibles
62%
38%
85%
15%
1982
19921
20002
1. Instituto Brookings
2. Anlisis de Baruch Lev de las compaas S&P500
4
Most organizations have problem executing their strategy.
Less than 10% of strategies

effectively formulated are
effectively executed.
Only 15% of the 794

programs reviewed in Fiscal
2005 were rated effective.
- Fortune Magazine
- Barrons
Our problem is not about the strategy itself but about our
execution of it.
- Tony Hayward, CEO, BP
Id rather have a mediocre strategy that is well executed than a brilliant strategy
executed poorly.
- Jamie Dimon, CEO, J.P. Morgan Chase
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
2008 Robert S. Kaplan and The Palladium Group, Inc.
La mayora de organizaciones tiene problemas al ejecutar sus estrategias.
Menos del 10% de

estrategias formuladas en
forma efectiva son
ejecutadas en forma
efectiva.
Slo 15% de los 794

programas revisados en el
ao fiscal 2005 fueron
calificados como efectivos.
- Revista Fortune
- Barrons
Nuestro problema no tiene que ver con la estrategia en s, ms

bien tiene que ver con nuestra ejecucin de la misma.
- Tony Hayward, CEO, BP
Preferira tener una estrategia mediocre que est bien ejecutada, antes que una
brillante ejecutada muy pobremente.
- Jamie Dimon, CEO, J.P. Morgan Chase
Las Empresas en promedio logran slo el 60% del desempeo financiero que prometen
sus estrategias... ms de un tercio de los ejecutivos encuestados colocaron la cifra en
menos del 50%.
- Harvard Business Review
A Conference Boards 2007 survey identifies

strategy execution as CEOs #1 and #3 issue
Top 10 Challenges Overall
Relative
Ranking
Cite challenge as being

of greatest concern
Excellence in execution
38.4%
Sustained and steady top-line growth
36.8
Consistent execution of strategy by top management
31.8
Profit growth
28.4
Finding qualified managerial talent
27.2
Customer loyalty / retention
26.3
Speed, flexibility, adaptability to change
25.4
Corporate reputation
23.7
Stimulating innovation / creativity/

enabling entrepreneurship
18.7
10
Speed to market
18.2
N 769. Weighted by regional representation in global GDP (Asia, 21.7 percent; Europe, 35.1 percent; the United States, 28 percent; and
other, 15.2 percent). GDP data from the International Monetary Fund, World Economic Outlook Database, September 2006.
Un estudio de la Conference Board del 2007 identifica la ejecucin de estrategia

como motivo de preocupacin #1 y #3 para gerentes de alto nivel.
Los 10 principales desafos:
Calificacin
relativa
Cite desafo de mayor

preocupacin
Excelencia en ejecucin
38.4%
Crecimiento sostenido y firme top-line
36.8
Ejecucin consistente de estrategia por la alta gerencia
31.8
Crecimiento de ganacia neta
28.4
Encontrar talento gerencial calificado
27.2
Lealtad de cliente / retencin
26.3
Velocidad, flexibilidad, adaptabilidad al cambio
25.4
Reputacin corporativa
23.7
Estimular la innovacin / creatividad/

habilitar el emprendimiento
18.7
10
Velocidad en llegar al mercado
18.2
N 769. Weighted by regional representation in global GDP (Asia, 21.7 percent; Europe, 35.1 percent; the United States, 28 percent; and
other, 15.2 percent). GDP data from the International Monetary Fund, World Economic Outlook Database, September 2006.
Our Research Identified Four Barriers to Strategy Implementation
The Vision Barrier

Only 5% of the work force
understands the strategy
The People Barrier
Only 25% of managers have
incentives linked to strategy
The Management Barrier
9 of 10 companies fail
to execute strategy
85% of executive teams spend less

than one hour per month discussing
strategy
60% of organizations dont link

budgets to strategy
The Resource Barrier
Todays Management Systems Were Designed to Meet The Needs of Stable Industrial
Organizations That Were Changing Incrementally
You Cant Manage Strategy With a System Designed for Tactics
9
Nuestra investigacin identific Cuatro Barreras a la Implementacin de

la Estrategia
La Barrera de la Visin
Slo 5% de la fuerza laboral
entiende la estrategia
La Barrera del Personal
Slo el 25% de gerentes tienen
incentivos atados a la estrategia
La Barrera Gerencial
9 de cada 10
empresas fallan al
ejecutar su estrategia
85% de equipos ejecutivos dedican

menos de una hora al mes al dilogo
sobre la estrategia
60% de las organizaciones no

relacionan los presupuestos a la
estrategia
La Barrera de Recursos
Los sistemas gerenciales de hoy fueron diseados para satisfacer las necesidades de
organizaciones industriales estables que cambiaban incrementalmente.
Usted no puede gestionar la estrategia con un sistema diseado para tcticas.
10
The Balanced Scorecard: The Central Component in a New Strategy Execution

Management System
Non Profit and Public Sector Organizations
Private Sector Organizations

Financial Perspective
"If we succeed, how will we
look to our shareholders?
Customer Perspective
"To achieve our vision, how
must we look to our
customers?
Mission (Customer) Perspective

How do we have a social impact
with our citizens/constituents?
Support Perspective
How do we attract resources
and authorization for our
mission?
Process (Operational Capacity)
Process Perspective
"To satisfy our customers
and shareholders, at which
processes must we excel?
To have a social impact and to

attract resources and support, at
which processes must we excel?
Learning & Growth
How do we align our intangible

assets to improve critical
processes?
How do we align our

intangible assets to improve
critical processes?
Learning & Growth
Financial
How should we manage and
allocate our resources for maximum
social impact?
11
La Balanced Scorecard: Componente central en un nuevo sistema de gestin de la

ejecucin de estrategia
Organizaciones sin fines de lucro y Sector Pblico
Organizaciones del Sector Privado

Perspectiva Financiera
Si tenemos xito, cmo
nos veremos ante los
accionistas?
Perspectiva del Cliente
Para lograr nuestra visin,
cmo debemos vernos
ante nuestros clientes?
Perspectiva en Procesos
Para satisfacer a nuestros
clientes y accionistas,
en qu procesos debemos ser
excelentes?
Aprendizaje y Crecimiento
Cmo alineamos nuestros
activos intangibles para
mejorar los procesos
crticos?
Misin Perspectiva (Cliente)

Cmo logramos impacto social
ante nuestros
ciudadanos/miembros activos?
Perspectiva de Apoyo
Cmo atraemos recursos y
autorizacin para nuestra
misin?
Proceso (Capacidad Operativa)
Tener un impacto social y atraer
recursos y apoyo, en qu procesos debemos ser excelentes?
Aprendizaje y Crecimiento
Cmo alineamos nuestros
activos intangibles para mejorar los
procesos crticos?
Financiero
Cmo debemos asignar
nuestros recursos para lograr el
mximo impacto social?
12
Organizations with a formal strategy execution process in place are dramatically

outperforming organizations without formal processes.
Yes
No
(54%)
(46%)
.We have breakthrough results

we are performing better than our peer group
Sub-Total
12%
58%
70%
7%
20%
27%
Winners
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%
Losers
Do you have a formal strategy

execution process in place?
Describe your organizations current
performance.
Source: BSCol Research (Survey of 143 performance management professionals, drawn from BSCol On-Line Community, March 2006)
2008 Robert S. Kaplan and The Palladium

Group, Inc.
13
Las Organizaciones con un proceso formal de ejecucin de estrategia instaurado

tienen un desempeo dramticamente mejor que las organizaciones sin procesos
formales.
Tiene usted instaurado un proceso
formal para ejecucin de estrategia?
Si
No
(54%)
(46%)
.tenemos resultados de avanzada

tenemos un desempeo mejor que el de nuestros similares
Sub-Total
12%
58%
70%
7%
20%
27%
Ganadores
desempeo igual al de nuestros similares.

desempeo en nivel inferior al de nuestros similares
no tiene un desempeo en un nivel sostenible
Sub-Total
18%
9%
3%
30%
30%
27%
16%
73%
Perdedores
Describa el desempeo actual de su

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

Group, Inc.
14
Balanced Scorecard Hall of Fame for Executing Strategy

By Industry 2000 2007
2007 Balanced Scorecard Collaborative/Palladium Group, Inc.

15
El Corredor de la Fama por ejecucin de estrategia

Por Industria 2000 2007
2007 Balanced Scorecard Collaborative/Palladium Group, Inc.

16
The Execution Premium: Companies around the world are using a strategy
execution system, based on the Balanced Scorecard, to deliver breakthrough results
Revenue up 310%
EPS up 305%
Active clients rose from

293 to 500
Big accounts ($20M+)
up from 6 to 27
Innovation (new product
revenues) up 48%
Ranked #1 employer in
IT sector (Dataquest)
Ranked Indias best
managed company
Financial
Perspective
Customer
Perspective
Process
Perspective
Learning & Growth

Perspective
17
El mximo nivel de ejecucin: Las empresas alrededor del mundo estn usando un
sistema de ejecucin de estrategia, basado en la Balanced Scorecard, para entregar
resultados de avanzada.
Subi ingresos por
ventas 310%
EPS subi 305%
Clientes activos se
increment 293 a 500
Grandes cuentas
($20M+) arriba de 6 a
27
Perspectiva
Financiera
Perspectiva del
Cliente
Innovacin (ingresos
por nuevos productos)
suben 48%
Perspectiva de
Proceso
Calificado empleador #1
en sector TI (Dataquest)
Calificada la empresa
mejor gerenciada de
India
Perspectiva de
Aprendizaje y
Crecimiento
18
The Balanced Scorecard is the Core of a Management System That Links Strategic
Planning and Operational Execution
Harvard Business Review
June 2008
January 2008
21
La Balanced Scorecard es el ncleo del sistema gerencial que enlaza Planificacin

estratgica con Ejecucin operativa.
Harvard Business Review
June 2008
January 2008
22
The Balanced Scorecard Management System Links Strategic Planning and

Operational Execution
2
TRANSLATE THE STRATEGY
DEVELOP THE STRATEGY
Strategy Map / Themes

Measures / Targets
Initiative Portfolios
Funding / Stratex
TEST & ADAPT
ALIGN THE ORGANIZATION

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
performance measures
results
PLAN OPERATIONS
Key process improvement

Sales planning
Resource capacity plan
Budgeting
Mission, Values, Vision

Strategic Analysis
Strategy Formulation
Sales Forecast
Resource Requirements
Dashboards
Budgets
Profitability Analysis
Strategy Correlations
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
23
El Sistema gerencial de la Balanced Scorecard enlaza Planificacin estratgica con

Ejecucin operativa.
2
TRADUCIR LA ESTRATEGIA
DESARROLLAR ESTRATEGIA
Misin, Valores, Visin

Anlisis estratgico
Formulacin Estrategia
Mapa estratgico/Temas
Medidas /Metas
Carteras de Iniciativas
Fondeo / Stratex
PROBAR Y ADECUAR
ALINEAR ORGANIZACIN
Unidades de Negocios
Unidades de apoyo
Empleados
Plan Estratgico
Mapa Estratgico
Balanced Scorecard
Stratex
medidas de desempeo
resultados
PLANEAR OPERACIONES
Mejorar proceso clave

Planeacin ventas
Plan capacidad recursos
Elaborar presupuesto
Anlisis de rentabilidad
Correlaciones Estrategia
Estrategias emergentes
MONITOREAR Y APRENDER
Plan Operativo
Previsin de Ventas
Recursos requeridos
Tableros de mando
Presupuestos
medidas de desempeo
Revisiones estrategia
Revisiones operativas
resultados
EJECUCIN
Proceso
Iniciativa
24
Stage 1 of the Management System: Develop The Strategy

2

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Dashboards
Sales Forecast
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
25
Etapa 1 del Sistema de gestin: Desarrolle la estrategia

2
DESARROLLE LA ESTRATEGIA

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting
Misin, Valores, Visin

Anlisis estratgico
Formulacin de
estrategia
Dashboards
Sales Forecast
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
26
A gap often exists between a Leaders description of mission, vision, and strategy
and the understanding by front-line employees and middle managers.
MISSION
Why we exist
VALUES
Whats important to us
WIIFM?
VISION
What we want to be
STRATEGY
Our game plan
LEAN SIX SIGMA TQM TQC etc.

Improve local processes
EMPOWERMENT / PERSONAL OBJECTIVES / GRID
Motivate employees

Group, Inc.
27
A menudo existe una brecha entre la descripcin de misin, visin y estrategia por
un lder y lo comprendido por los empleados de primera lnea y mandos medios.
MISIN
Por qu existimos
VALORES
Qu es importante para nosotros
WIIFM?
VISIN
Lo que queremos ser
ESTRATEGIA
Nuestro plan de negocios (game plan)
LEAN SIX SIGMA TQM TQC etc.

Mejorar procesos locales
EMPODERAMIENTO / OBJETIVOS PERSONALES / REJILLA
Motivar empleados

Group, Inc.
28
Strategy Maps and the Balanced Scorecard bridge the strategy implementation gap: They link
leadership at the top to management of initiatives, process improvements and employees
everyday actions.
MISSION
Why we exist
VALUES
VISION
What we want to be
STRATEGY
Our game plan
STRATEGY MAP
Define & communicate priorities and focus
BALANCED SCORECARD
Measure performance against priorities
INITIATIVE and PLANNING PROCESS
Manage actions and resources to drive change
EMPOWERMENT / PERSONAL OBJECTIVES
Motivate employees
STRATEGIC OUTCOMES
Satisfied
SHAREHOLDERS
Delighted
CUSTOMERS
Efficient and Effective

PROCESSES
Motivated & Prepared

WORKFORCE

Group, Inc.
29
Los mapas estratgicos y la Balanced Scorecard cierran la brecha en implementacin de

estrategia: Estas enlazan liderazgo en el ms alto nivel con gestin de iniciativas, procesos
mejoras y las acciones diarias de los empleados.
MISSION
Why we exist
VALUES
VISION
What we want to be
STRATEGY
Our game plan
MAPA ESTRATGICO
Defina y comunique prioridades y enfoque
BALANCED SCORECARD
Mida el desempeo de cara a las prioridades
PROCESO PARA INICIATIVAS Y PLANIFICACIN
Gestione acciones y recursos para impulsar el cambio
EMPOWERMENT / PERSONAL OBJECTIVES
Motivate employees
RESULTADOS ESTRATGICOS
ACCIONISTAS
satisfechos
CLIENTES
encantados
PROCESOS
eficientes y efectivos
FUERZA LABORAL
motivada y preparada

Group, Inc.
30
Mobilize Change Through Executive Leadership

We Must Change!
Why?
We Must Clarify and Communicate Our Strategy
Burning
Platform
Competitive
Threat
Shareholder
Expectation
Chrysler
ATT Canada
LG Phillips
Ingersoll Rand
Appeal to
Excellence
Wells Fargo
US Postal Service
Strategy Map
We Must Act as a Team
We Must Empower the Organization to Change
FROM
Selling Products
TO
Selling
Solutions
CEO
MKTG
CFO
Executive Team
Transactions
Relationships
Held together by
a shared view of
the strategy
OPS
Silos
Integrated Business and

Functional Units
SMO
Office of Strategy
Management
R&D
CIO
HRO
31
Mobilice el cambio a travs de un liderazgo ejecutivo

Debemos cambiar!
Por qu?
Debemos aclarar y comunicar nuestra estrategia
Plataforma
Candente
Amenaza
Competitiva
Expectativa
Accionista
Apetencia por
Excelencia
Chrysler
ATT Canada
LG Phillips
Ingersoll Rand
Wells Fargo
US Postal Service
Mapa estratgico
Debemos actuar como equipo
Debemos empoderar a organizacin para cambiar
DESDE
Vender Productos
HACIA
Vender
Soluciones
CEO
MKTG
CFO
Equipo ejecutivo
Transacciones
Relaciones
Firmemente
unido por su
SMO
visin
compartida de la
estrategia Office of Strategy
OPS
Silos
Negocios integrados y
Unidades funcionales
Management
R&D
CIO
HRO
32
Align Leadership Team Consensus and Commitment
Unless senior leaders concur on both the vision and the plan, they cant carry out the strategy
successfully
Strategy execution built on two pillars of support from leadership:
Building consensus
Securing commitment
Commitment
Consensus
Successful Strategy
Implementation
33
Alinear equipo de Liderazgo Consenso y Compromiso.
A menos que los lderes de alto nivel estn de acuerdo tanto en la visin como en el plan, no
podrn ejecutar exitsamente la estrategia.
La ejecucin de estrategia construda sobre dos pilares de soporte del liderazgo:
Logro de consenso
Asegurar el compromiso
Implementacin exitosa de
Commitment
Consensus
Estrategia
34
Leaders use the Balanced Scorecard as a management system to drive change

You could take our scorecard and give it to a
competitor and it wouldnt work. You had to have
sweated through the hours and hours of work and
effort that went behind the card to get the benefits
from the measures. Thats what brings it to life. Its
got to become part of the companys belief system,
almost a religion the benefits dont come just from
having a piece of paper with a scorecard on it.
Brian Baker, Mobil US

Marketing & Refining
Executive Vice President
35
Los lderes usan la Balanced Scorecard como sistema gerencial para impulsar el cambio
Usted podra tomar nuestra scorecard y
drsela al competidor y no funcionara. Tienes
que haber sudado durante largas horas de
trabajo y esfuerzo detrs de la card, para
obtener los beneficios de las medidas. Eso es lo
que le da vida. Tiene que tornarse parte del
sistema de creencias de la empresa, casi una
religin los beneficios no vienen de tener una
hoja de papel con una scorecard sobre ella.
Brian Baker, Mobil US

Marketing y Refinamiento
Vice- presidente ejecutivo
36
David Sampson, Head of

Economic Development
Administration, US
Department of Commerce
The Balanced Scorecard really keeps us focused on

our strategic initiatives. In Washington (DC), its easy
to get side-tracked on whats urgent, and whats
urgent can change every day. The BSC identifies the
areas where we are excelling; we can showcase and
reward those. We also see emerging areas where
performance is not up to standard, and can intervene
early before it becomes a problem or a crisis.
The BSC enables us to communicate to the entire
organization what is important and what we want to
focus on.
Leadership is the key. You must make it a priority and
show that you are personally invested in it.

Group, Inc.
37
David Sampson, Jefe de la

administracin de
desarrollo econmico,
Departamento de Comercio
de EE UU
La Balanced Scorecard realmente nos mantiene

enfocados en nuestras iniciativas estratgicas. En
Washington (DC), es fcil perder sentido sobre lo que
es urgente, y lo que es urgente puede cambiar da a
da. La BSC identifica las reas donde somos
excelentes, podemos exhibirlas y recompensarlas.
Vemos tambin reas emergentes donde el
desempeo no est a la par del estndar, requiere
intervencin temprana antes de que se vuelva un
problema o crisis.
La BSC nos permite comunicar a toda la organizacin
qu es importante y en qu querermos enfocarnos.
EL liderazgo es clave. Debes convertirlo en una
prioridad y mostrar que has invertido personalmente
en la misma.

Group, Inc.
38
Before embarking on a transformational change program, leaders must reaffirm the organizations fundamental goals and purpose
The mission describes the fundamental purpose of the entity, especially what it provides to
customers and clients
The core values of a company prescribe the attitude, behavior, and character of the
organization.
The vision is a concise statement that defines the 3 to 5 year goals of the organization.
39
Antes de embarcarse en un programa de cambio transformador, los lderes

deben reafirmar su programa de metas y propsitos fundamentales.
La misin describe el propsito fundamental de la entidad, especialmente lo que provee a los
usuarios y clientes.
Los valores escenciales de la compaa prescriben la actitud, comportamiento y

carcter de la organizacin.
La visin es una declaratoria concreta y concisa que define las metas a 3 y 5 aos de la
organizacin.
40
Mission, Values and Vision Statement Summary
IDENTIFIES
What do we do
MISSION
What our purpose is, what

value we provide and why we
exist
What we believe in
VALUES
VISION
What we stand for
THINGS TO KEEP IN MIND

Long term in nature but can adapt if
the scope of products/services change
Is never completely fulfilled
Addresses competitive scope
Should be specific and meaningful to
your organization
How we will work together, and

with our customers and suppliers
What are we trying to achieve
Can be reached although not easily
How will we know our strategy has

been successful
Should be both inspirational and

aspirational
41
Resumen de la declaratoria de Misin, Valores y Visin
IDENTIFICA
Lo que hacemos
MISIN
Cul es nuestro propsito, qu

valor proveemos y por qu
existimos
COSAS A TENER EN MENTE

Largo plazo en naturaleza, pero puede
adaptarse si el alcance de
productos/servicios cambia
Nunca se logra plenamente
Trata el campo competitivo
En lo que creemos
VALORES
Lo que representamos
Cmo trabajaremos juntos, y con
nuestros clientes y proveedores
Lo que estamos intentando lograr
VISIN
Debera ser especfico y significativo

para su organizacin
El modo en que sabremos que

nuestra estrategia ha sido exitosa
Se puede lograr an cuando no

fcilmente
Debera ser tanto motivo de
inspiracin como de aspiracin
42
The Mission describes the fundamental purpose of the entity, especially what it
provides to customers and clients
We want to discover, develop and successfully market innovative products to

prevent and cure diseases, to ease suffering and to enhance the quality of life.
We also want to provide a shareholder return that reflects outstanding
performance and to adequately reward those who invest ideas and work in
our company.
Novartis
Organize the world's information and make it universally accessible and

useful.
Google

Group, Inc.
43
La misin describe el propsito fundamental de la entidad, especialmente lo que

provee a usuarios y clientes.
Queremos descubrir, desarrollar y comercializar exitsamente productos

innovadores , para prevenir y curar enfermedades, aliviar el sufrimiento y
mejorar la calidad de vida. Tambin queremos proveer un retorno a los
accionistas que refleje un excelente desempeo y para compensar
adecuadamente a aquellos que invierten ideas y trabajo en nuestras
compaas .
Novartis
Organizar la informacin del mundo y hacerla universalmente accesible y til.

Google

Group, Inc.
44
The core values of a company prescribe the attitude, behavior, and character of the
organization.
Whole Foods, a leading US retailer, describes why it stresses its core values:
The core values reflect what is truly important to us as an organization. These are not values that
change from time to time, situation to situation, or person to person, but rather they are the underpinning of
our company culture. Many people feel Whole Foods is an exciting company of which to be a part and a
very special place to work. These core values are the primary reasons for this feeling, and they transcend
our size and our growth rate. By maintaining these core values, regardless of how large a company Whole
Foods becomes, we can preserve what has always been special about our company. These core values
are the soul of our company.
http://www.wholefoodsmarket.com/company/corevalues.html
Earthlink, an internet service provider,
We respect the individual, and believe that individuals who are treated with respect and given
responsibility respond by giving their best.
We are frugal. We guard and conserve the company's resources with at least the same vigilance
that we would use to guard and conserve our own personal resources.
In all our dealings we will strive to be friendly and courteous, as well as fair and compassionate.
We feel a sense of urgency on any matters related to our customers. We own problems and we are
always responsive. We are customer-driven.
Group, Inc.
45
Los valores escenciales de una empresa prescriben la actitud, comportamiento y

carcter de la organizacin.
Whole Foods, un minorista lder en EE UU, describe por qu enfatiza sus valores esenciales:
Los valores escenciales reflejan lo que es verdaderamente importante para nosotros como
organizacin. Estos no son valores que cambian una y otra vez, situacin a situacin o persona a persona,
sino que mas bien son lo ms sobresaliente de la cultura de nuestra compaa. Muchas personas piensan
que Whole Foods es una compaa emocionante de la cual ser parte y un lugar muy especial en donde
trabajar. Estos valores escenciales son las razones principales para este sentimiento, y los mismos
trascienden nuestro tamao y nuestra tasa de crecimiento. Al mantener estos valores escenciales, sin
considerar el tamao al que pueda llegar la compaa Whole Foods, siempre podemos preservar lo que
siempre ha sido especial acerca de nuestra compaa. Estos valores escenciales son el alma de nuestra
compaa.
http://www.wholefoodsmarket.com/company/corevalues.html
Earthlink, un proveedor de servicio de internet,
Nosotros respetamos al individuo, y creemos que los individuos tratados con respeto y asginados
responsabilidades responden dando lo mejor de s.
Somos frugales frugal. Nosotros cuidamos y conservamos los recursos de la empresa con al
menos la misma vigilancia que utilizaramos para cuidar y conservar nuestros propios recursos
personales.
En todas nuestros tratos haremos esfuerzos para ser amigables y corteses, as como justos y
compasivos.
Percibimos un sentido de urgencia en asuntos relacionados a nuestros clientes. Somos dueos de

los problemas y siempre respondemos. Somos orientados al cliente.
Group, Inc.
46
The vision is a concise statement that defines the 3 to 5 year goals of the
organization.
Visionary companies may appear straitlaced and conservative to outsiders, but they're not afraid
to make bold commitments to BHAGs, Big Hairy Audacious Goals.
J. Collins and J. Porras, Built to Last: Successful Habits of Visionary Companies (New York: Harper Collins, 1994).
Cigna Property and Casualty:

be a top-quartile specialist within 5 years.
Wells Fargo Online Financial Services
to have one million on-line customers within three years
University of Leeds:
By 2015, our distinctive ability to integrate world class research, scholarship, and
education will have secured us a place among the top 50 universities in the world.
US Space program (1962: John F. Kennedy):

land a man on the moon and return him safely to earth before the end
of the decade.
Group, Inc.
47
La visin es una declaratoria concisa que define las metas a 3 y 5 aos para la
organizacin.
Las compaas visionarias podra parecer demasiado rgidas y conservadoras para los de fuera,
pero ellas no tiene temor de hacer compromisos atrevidos con BHAGs, Metas Grandes,
Escalofriantes y Audaces-Big Hairy Audacious Goals.
J. Collins y J. Porras, Construdo para durar-Built to Last: Hbitos exitosos de compaas visionarias-Successful Habits of Visionary
Companies (New York: Harper Collins, 1994).
Cigna Propiedad y Accidentes:

ser una especialista en el quartil superior, dentro de 5 aos.
Servicios financieros en lnea Wells Fargo:
tener un milln de clientes en lnea, dentro de tres aos
Universidad de Leeds:
Para el 2015, nuestra habilidad diferenciadora para integrar investigacin, mundo
acadmico y educacin, nos habr asegurado un lugar entre las 50 mejores
universidades en el mundo.
Programa espacial EE UU (1962: John F. Kennedy):

hacer que el hombre toque suelo en la luna y traerlo de vuelta a la tierra con
seguridad, hasta el final de la dcada.
Group, Inc.
48
Explore the External Environment: Using the PESTEL Framework
Political: What are the regulatory issues, forms of legislation

(enacted or pending) that could affect the organization?
PESTEL Framework
Political
Economic
Societal
Technological
Environmental
Legal
Economic: What are the major trends in the economy such as oil
prices, interest rates, economic growth and inflation
Societal: What are major changes in tastes, preferences and
behaviors? What demographic changes are occurring?
Technological: What significant developments on the technology
frontier could impact the organization?
Environmental: What environmental concerns face the
business?
Legal: What are the prevailing legal and regulatory conditions
and how might they affect business dealings?
49
Explore el entorno externo: Usando el marco conceptual PESTEL
Marco conceptual PESTEL

Poltico
Politico: Cules son los asuntos regulatorios, formas de

legislacin (dictadas o pendientes) que podran afectar a la
organizacin?
Econmico: Cules son las principales tendencias en la
economa tales como precio de crudo, tasas de inters,
crecimiento econmico e inflacin?
Econmico
Social
Tecnolgico
Ambiental
Legal
De sociedad: Cules son los cambios principales en gustos,

preferencias y comportamientos? Qu cambios demogrficos
estn ocurriendo?
Tecnolgicos: Qu desarrollos significativos en la frontera
tecnolgica podran impactar a la organizacin?
Ambiental: Qu asuntos de preocupacin ambiental encara el
negocio?
Legal: Cules son las condiciones legales y regulatorias
prevalecientes y cmo podran afectar a las transacciones de
negocios?
50
Micro Environment: Porters Five Forces Framework
Barriers to Entry
Bargaining Power
of Suppliers
Intensity of Rivalry
and Competition
Bargaining Power
of Buyers
Complementors
Threat of
Substitutes
51
Micro Entorno: Marco conceptual de las cinco fuerzas de Porter
Barreras al
ingreso
Poder de
negociacin de
proveedores
Intensidad de
rivalidad y
competencia
Poder de
negociacin de
compradores
Complementadores
Amenaza de
substitutos
52
Strategic analysis has several sources.
SWOT Analysis
Strengths
Opportunity
Weaknesses
Threats
Strategy of Record
Analysis
PESTEL Analysis
Political
Economic
Social
Technological
Environment
Legal
Strategic Issue List
Strategy Correlation
Analysis
2008 Palladium Group, Inc. - Confidential
53
El anlisis estratgico tiene varias fuentes.
Anlisis FODA
Fortalezas
Debilidades
Oportunidades
Amenazas
Anlisis Estrategia de
Registro
Anlisis PESTEL
Poltico
Econmico
De Sociedad
Tecnolgico
Ambiental
Legal
Lista asuntos estratgicos
Anlisis de rentabilidad
Anlisi s de correlacin
de etrategia
Formulacin de estrategia
2008 Palladium Group, Inc. - Confidential
54
Leadership Must Communicate Why and Why Now

Communicate urgency or need for change:
Burning Platform
Financial Challenges
Lack of Innovation
High Costs
Bad Quality
Competitive Challenges
Traditional Competitors
New Competitors
Technology Challenges
Method/Process
Information Technology applications
Business challenges focus need for change

awareness builds organizational commitment!
55
EL Liderazgo debe comunicar Por qu y Por qu ahora

Comunicar la urgencia o necesidad de cambio:
Plataforma candente
Desafos Financieros
Falta de innovacin
Altos costos
Mala calidad
Desafos competitivos
Competidores tradicionales
Nuevos competidores
Desafos tecnolgicos
Mtodo/Proceso
Aplicaciones de tegnologa de informacin
Los desafos de negocios enfocan la necesidad de cambio

Estar enterado construye compromiso organizativo!
56
A Strategic Change Agenda provides executive guidelines to promote strategic

thinking at lower organization levels.
Example Idaho National Labs Case Study
Asis
Undifferentiated,unknown,individualpocketsofrenown
smallpotatoes,jobshopmentality,practicalorientation,
opportunistic
Change / Performance
Dimension
Tobe
Reputation
Preeminentnationallabrenownedforitsfocusonnuclearenergyand
nationalsecurity
Focus
Missiondrivenresearch,largerscale,focused
Lowcostprovider,underinvesting
Financialmanagement
Costeffectiveness,reinvestmentANDmeetinggrowthobjectives
Aging,poorlymaintained,inadequate
Physicalinfrastructure
Premier,worldclassR&Dcampusofthefuture
Contractoroversightandmicromanagement,operationalcleanup,too
large
OperationsOffice
Relationship
BroadcontractoversightandR&Doversight,rightsize
Transactionalrelationship
Customerrelationships
Solutionprovider,partner,anticipateneeds
Maverick,lonewolf,insular
ExternalCollaboration
Rich,collaborative,mutualinterdependence
Bestkeptsecret,bureaucraticobstacles,notrelevant
Dogsandcats,small,disconnectedprograms
Disconnected,silos,lackofstandards
Disconnected,individualefforts
Industryrelationship
Sourcesofgrowth
Processmanagement
Problemsolving
Partnering,sharingrisk,commercializingideas,easytodobusiness
with,relevantandneedsbasedprograms
Large,multiyearprograms
Integratedandaligned,flawlessexecution
Holistic,solutionsoriented
Operationalexcellence
Costeffective,attackprocessbarriersthatgetinourway
Requirement,Starstatus
Safety
Essential,flawless,unrelenting,recognizedworldleader
Multiple,fragmented,cleanandcloseculture
Culture
Forwardfocus,oneteam,nuclearfocus,bestpractice
Agingworkforce,integratingcleanupstaff
People
Bringinyoungblood,diversity,worldfamousscientistsinkeyareas
Burdensomeprocesses
57
Una Agenda de cambio estratgico provee guas ejecutivas para promover el

pensamiento estratgico en niveles inferiores de la organizacin.
Example Idaho National Labs Case Study
Talcomoest
Nodiferenciado,desconocido,individualpocketsofrenown
Mentalidadpapaspequeas,jobshop,orientacinprctica,
oportunista
Proveedordebajocosto,invirtiendoinsuficientemente
Cambio / Dimensin
desempeo
Reputacin
Comoestar
Laboratoriofamosorenombradoportrabajoenenerganucleary
seguridadnacional
Enfoque
Investigacinimpulsadapormisin,mayorescala,enfocada
Gestinfinanciera
Costoefectiva,reinversinycumplirmetasdecrecimiento
Envejeciendo,malmantenida,inadecuada
Infraestructurafsica
Recintouniversitariodealtonivel,claseAmundialeninvestigaciny
desarrollo
VigilanciaporContratistaymicrogestin,operationallimpieza
operativa,demasiadogrande
Relacinoficinade
operaciones
AmpliavigilanciacontratoeI/DR&D,tamaocorrecto
Transactionalrelationship
Maverick,loboestepario,insular
Lomejorsemantieneensecreto,obstculosbureocrticos,norelevante
Perrosygatos,programaspequeos,desconectados
Relacionesconelcliente
Colaboracinexterna
Relacinconlaindustria
Fuentesdecrecimiento
Desconectados,silos,faltadenormas
Gestindeprocesos
Esfuerzosdesconectados,individuales
Resolucindeproblemas
Procesountantocargado
Requerimiento,Estatusdeestrella
Mltiple,fragmentada,culturalimpieycierre
Excelenciaoperativa
Seguridad
Cultura
Proveedordesoluciones,socio,anticiparnecesidades
Rico,colaborador,interdependenciamtua
Ensociedad,compartiendoriesgo,comercializandoideas,facil
negociarconlamisma,programasrelevantesybasadosennecesidades
Programasgrandes,paravariosaos
Ejecucinintegradayalineada,sinfallas
Holstica,orientadaasoluciones
Costoefectiva,atacarbarrerasdeprocesosqueinterfierennuestropaso
Ldermundialesencial,sinfallas,incansable,reconocido
Enfoquehaciaadelante,unequipo,enfoquenuclear,mejoresprcticas
58
Leaders must articulate a Strategic Change Agenda that defines the journey from
where the enterprise is today and what it has to become
from
Canadian Blood Services Change Agenda
Blood products
Tactical, operational, crisis
Resisted and not understood
Short term, single source funding
Inherited, ineffective,
Responsive and limited visibility
Manual
Mission
to
Expanded products and services
Executive team focus Longer term strategic dialogue

Implementation of
Quality Systems
Funding
Championed and owned

Multi-source funding, strategic
investments
Infrastructure
Refurbished, modern, purpose-built
Medical R&D
Targeted, strong and visible thought

leadership
Core Processes
Standardized and automated
Top down
Leadership
Identify, develop, empower
Unclear benchmark
Unit Cost
Well defined, near benchmark
Priorities and strategy unclear
People
Connected to the strategy

Group, Inc.
59
Los lderes deben articular una Agenda de cambio estratgico que defina el
sendero desde dnde est hoy la empresa y lo que tiene que llegar a ser.
desde
Agenda de cambio en Servicios de sangre Canadiense

hacia
Productos de sangre
Crsis tctica, operativa
Resistidos y no comprendidos
Misin
Enfoque equipo
ejecutivo
Implementacin de
sistemas de calidad
Productos y servicios expandidos

Dilogo estratgico de ms largo plazo
De propiedad y campeones
Fondeo
Fondeo fuentes mltiples, inversiones

estratgicas
Heredada, inefectiva
Infraestructura
Reequipada, moderna, construida con

prpsito
Slo responde y visibilidad limitada
I/D Mdica R&D
Liderazgo con objetivo, fuerte y visible,

pensante
Manuales
Procesos claves
Estandarizados y automatizados
Liderazgo
Identificar, desarrollar, facultar
Fondeo de corto plazo, fuente nica
De arriba hacia abajo

Punto de referencia no claro
Prioridades y estrategias no claras
Costo Unidad
Personal
Bien definido, cerca punto de referencia

Conectado a la estrategia
Group, Inc.
60
Companies select their strategy. They can describe the strategy with the OAS
framework
Objective (O): (similar to the Vision Statement)
the ends that the strategy is designed to achieve;
quantitative target and time frame
Advantage (A):
the means by which the enterprise will achieve its objective

what the enterprise will do differently, better or uniquely compared to competitors
the value proposition the company will offer to attract customers
the strategy canvas or value curve (Blue Ocean strategy)
Scope (S):
the domain (niche) in which the enterprise intends to operate
customer segment, product line breadth, technologies employed, geographic locations
served, or degree of vertical integration (which value chain activities it will perform)
M. Rukstad and D. Collis, What is your strategy? Harvard Business Review (April 2008)
61
Las empresas seleccionan su estrategia. Ellas pueden describir su estrategia con el

marco conceptual OAS
Objectivo (O): (similar a la declaratoria de Visin)
Los fines que la estrategia est diseada a lograr;
Meta cuantitativa y plazo
Ventaja (A):
Los medios por los cuales la empresa lograr su objetivo

Lo que la empresa har diferente, mejor o en forma nica comparada a los competidores
La propuesta de valor que ofrecer la empresa para atraer a los clientes
La lona de estrategia o curva de valor (Estrategia de Ocano Azl-Blue Ocean)
Alcance (S):
El dominio (nicho) en donde la empresa tiene la intencin de operar
Segmento de cliente, alcance de lnea de producto, tecnologas empleadas, reas geogrficas
servidas, o grado de integracin vertical (qu actividades en la cadena de valor realizar)
M. Rukstad y D. Collis, Cul es su estrategia? Harvard Business Review (April 2008)

62
What the company offers customers
Dimensions of the companys offering to customers

Group, Inc.
63
Lo que ofrece la empresa a sus clientes
Dimensiones de lo que ofrece la empresa a sus clientes

Group, Inc.
64
An OAS strategy statement for Southwest Airlines (in less than 40 words)
Objective
To remain the most profitable US-based airline
Advantage
by offering the speed of airline travel at the price, frequency, and reliability
of cars, buses and trains
Scope
to price-sensitive travelers who value convenient flights
65
Declaratoria OAS de estrategia para Southwest Airlines (en menos de 40 palabras)
Objetivo
Ventaja
Alcance
Seguir siendo la aereolnea ms rentable asentada en EE.UU.

Ofreciendo la velocidad de viaje areo al precio, frecuencia, y confiabilidad de
carros, buses y trenes
Fijar precio alto a viajeros sensibles, quienes valoran vuelos convenientes
66
Stage 2 of the Management System: Plan the Strategy

2
PLAN THE STRATEGY

Measures / Targets
Funding / Stratex

Strategic Analysis
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting
Dashboards
Sales Forecast
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
67
Etapa 2 del Sistema de Gestin: Planee la Estrategia

2
PLANEE ESTRATEGIA
Mapa/Temas
estratgicos
Medidas / Metas
Carteras de Iniciativa
Fondeo / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Dashboards
Sales Forecast
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
68
A Strategy Map Starts by Identifying the Financial and Customer Objectives: WHAT the
Strategy is Striving to Achieve.
Sustained Shareholder Value (EVA,
ROCE)
Financial
Perspective
Productivity Strategy
Improve Cost
Structure
Growth Strategy
Increase Asset
Utilization
Customer
Profitability
Market Share
Account Share
Product/Service Attributes
Customer
Perspective
Price
Quality
Expand
Revenue
Opportunities
Enhance
Customer Value
Availability
Selection
Customer
Acquisition
Relationship
Functionality
Service
Partnering
Customer
Retention
Image
Brand
Customer Satisfaction
69
Un Mapa estratgico comienza identificando los objetivos financieros y de clientes: LO QUE la

estrategia busca lograr.
Valor sostenido para accionista
(EVA, ROCE)
Perspectiva
Financiera
Estrategia de Productividad
Mejorar
estructura de
costos
Estrategia de crecimiento
Aumentar
utilizacin de
activos
Rentabilidad
del cliente
Participacin
de mercado
Partic. cuenta
Atributos Producto/Servicio
Perspectiva
del cliente
Precio
Calidad
Expandir
oprtunidades
ingresos x ventas
Mejorar valor
para el cliente
Disponi
bilidad
Seleccin
Adquisicin
cliente
Relacin
Funcionalidad
Servicio
Retencin
cliente
Imagen
Formar
Sociedad
Marca
Satisfaccin de cliente
70
The Strategy Map Continues with the How; Aligning Processes and
Intangible Assets to Implement the Strategy
Productivity Strategy
Growth Strategy
Long-Term
Shareholder Value
Financial
Perspective
Improve Cost
Structure
Increase Asset
Utilization
Expand Revenue
Opportunities
Enhance
Customer Value
Customer Value Proposition

Customer
Perspective
Price
Quality
Availability
Selection
Functionality
Service
Product / Service Attributes
Operations
Management Processes
Process
Perspective
Supply
Produce
Distribute
Manage Risk
Partnership
Relationship
Customer Management
Processes
Select Customers
Acquire New Customers
Retain Existing Customers
Grow Business with
Customers
Innovation
Processes
Identify New Opportunities
Select the R&D Portfolio
Design and Develop
Launch
Brand
Image
Regulatory & Social

Processes
Environment
Safety & Health
Employment
Community
Human Capital
Learning &
Growth
Perspective
Information Capital
Organization Capital
Culture
Leadership
Alignment
Teamwork
71
El mapa estratgico contina con el Cmo; Alineando procesos y

activos intangibles para implementar la Estrategia
Estrategia de Productividad
Estrategia de crecimiento
Valor para accionista
a largo plazo
Perspectiva
Financiera
Mejorar
estructura de
costos
Expandir
oportunidades de
ingresos por
ventas
Aumentar
utilizacin de
activos
Ampliar valor
para cliente
Propuesta valor para cliente

Perspectiva del
cliente
Precio
Calidad
Disponi
bilidad
Seleccin
Funciona
Servicio
lidad
Atributos Producto/ Servicio
Procesos de gestin de
operaciones
Pespectiva de
Procesos
Suministrar
Producir
Distribuir
Gestionar riesgo
Relacin
Procesos de gestin del

cliente
Clientes seleccionados
Adquirir nuevos clientes
Retener clientes existentes
Hacer crecer negocio con
clientes, clientes,
clientes y ms clientes
Procesos de Innovacin
Identificar nuevas
oportunidades
Seleccionar cartera I/D-R&D
Disear y desarrollar
Lanzar Lanzar y Lanzar
Sociedades
Marca
Imagen
Procesos Regulatorios y
y Sociales
Medio ambiente
Seguridad y Salud
Empleo
Comunidad
Capital Humano
Perspectiva de
aprendizaje y
crecimiento
Capital de Informacin
Capital de Organizacin
Cultura
Liderazgo
Alineacin
Trabajo en
equipo
72
Nemours Strategy Map Organized by Strategic Themes
73
Mapa estratgico de Nemours organizado por Temas Estratgicos
74
Electric Utility, Inc.Strategy Map

Maximize return on assets
Financial
Manage operation
costs
Profitable growth
Leverage asset
base
Customer
Residential, Commercial, Industrial

Innovative
solutions
Process
Optimize Core Business
Continued Public Support
Optimize
asset
utilization
Max
Returns on
resource
allocation
Enterprisewide risk
management
Reliable energy
supply
Customer Service Excellence
Proactively build &

manage
relationships
Continued
cost
managemen
t
Socially
responsible energy
sources
Competitive price
Business Growth
Capitalize on
deregulation
opportunities
Seamless crossgroup delivery of

services
Use alliances &
Trading
opportunities
Ensure reliable
service
Communication and
education programs
Supplier stability
Understand drivers of
customer value
Effective
customer service
processes
Develop
innovative
service offerings
joint-ventures
Cross-group
R&D
Learning & Growth

Ensure market-driven skill
development
Industry leading employee

satisfaction
World-class leadership
effectiveness
75
Servicio Elctrico, Inc.Mapa estratgico

Maximizar retorno sobre
activos
Financiero
Gestionar costos
operativos
Crecimiento
rentable
Apalancar base de
activos
Cliente
Residencial, Comercial, Industrial

Soluciones
innovadoras
Proceso
Optimizar negocio clave
Apoyo continuo al cliente
Optimizar
utilizacin
de activos
Maximizar
retornos en
asignacin
recursos
Aprendizaje y
Crecimiento
Asegurar desarrollo de
destrezas segn mercado
Fuentes de
energa
socialmente
responsables
Excelencia servicio al cliente
Crecimiento del negocio
Oportunidades
de intercambio
Entender los
determinantes de
valor para el cliente
Precios
competitivos
Capitalizar en
oportunidades de
de regulacin
Asegurar servicio
confiable
Programas de
comunicacin y
educacin
Estabilidad del
proveedor
Entrega de
servicios entre
grupos sin
interrupciones
Construir y
gestionar relaciones
proactivamente
Gestin de
costos
continua
Riesgo en
toda empresa
Suministro de
energa confiable
Procesos
efectivos de
servicio al cliente
Usar alianzas y
Desarrollar
ofertas de
servicio
innovadoras
joint-ventures
I/D Cruzando
grupos R&D
Liderando a la industria en
satisfaccin del empleado
Efectividad de liderazgo
clase A mundial
76
BSC Terminology
Strategic Theme:
Diagram of the cause and effect
relationships between strategic objectives
Strategic Theme:
Financial
Max. Return
on Assets
Objectives
Measures
Targets
Initiatives
Statement of what
strategy must
achieve and whats
critical to its success
How success in
achieving the strategy
will be measured and
tracked
The level of
performance or rate
of improvement
needed
Key action
programs required
to achieve
objectives
Profitable
Growth
Customer
Industry Leading
Customer
Loyalty
Internal
Seamless Cross- Group
Delivery of Services
Understand Drivers
of Customer Value
Learning &
Growth
Effective Customer
Service Processes
Objectives
Measures
Targets
Seamless Cross-
Promised
97%
Group Delivery of
Delivery %
(first time)
Initiatives
Service Dispatch
Automation
Services
Ensure Market- Driven

Skill Development
77
Terminologa de la BSC
Tema estratgico:
Diagrama de relaciones de causa y efecto
entre objetivos estratgicos
Tema estratgico:
Excelencia en Servicio al cliente
Financiero
Mx. retorno
en Activos
Objetivos
Medidas
Declaratoria de qu
debe lograr la
estrategia y lo que es
crtico para su xito
Cmo se medir y
har seguimiento al
xito en el logro de la
estrategia
Metas
Iniciativas
El nivel de
Programas de
desempeo o tasa de acciones claves
mejoramiento
requeridos para
necesarios
lograr los objetivos
Crecimiento
rentable
Cliente
Liderando Industria
en Lealtad de clientes
Interno
Entrega de servicios entre
grupos sin interrupciones
Entender
determinantes de
valor para el cliente
Aprendizaje y
Crecimiento
Proceso efectivo de
servicio al cliente
Objetivos
Entrega de servicios
entre grupos sin
interrupciones
Medidas
Metas
Entrega
97%
Prometida %
(primera vez)
Iniciativas
Automatizacin en
despacho de
servicio
Asegurar desarrollo de
destrezas determinado
por el mercado
78
Electric Utility, Inc.Measures, Targets, & Initiatives

Measures (D=Drivers)
Process
Customer Financial
Objectives
Maximize returns
Profitable growth
Leverage asset base
Manage
Industry leading
customer
operating
costs loyalty
Revenue growth
Asset utilization rate
Operating
Customer satisfaction
rating
costs / customer
Optimize Core Business

Optimize core utilization
% revenue from deregulated products/services
Max. return on resource allocation

Continued cost management
Revenue from new services
Enterprise-wide risk management
NPV product/service pipeline
Continued Public Support

Proactively manage relationships
% R&D projects meeting protocol gates (D)

Customer/partner satisfaction (5 point scale)
Ensure reliable service

Communicate/educate customers
Reliability index

Seamless cross-group delivery
Understand customer drivers
Effective customer services
Business Growth
Capitalize on deregulation
opportunities
Yr 1
Yr 2
14%
14.5%
15%
6%
8%
12%
80%
85%
90%
$150
80%
$140
85%
$125
90% Customer loyalty program
10%
5%
7%
10%
12%
15%
$500M
$550M
$600M
10%
20%
25%
$500M
$550M
$600M
90%
95%
100%
4.0
4.5
4.5
90/100
92/100
95/100
100%
100%
100%
% communication/education plans executed (D)
80%
85%
90%
Promised delivery %
90%
95%
97%
New product uptake rate
20%
25%
30%
% trading revenue
% customers served through alliances and joint ventures
Communication/education coverage (%)
On-time market research projects (D)
90%
95%
100%
Customer satisfaction rating C.S. Center (see above)
85%
89%
95%
6hr
4hr
3hr
80%
85%
90%
2%
3%
4%
65%
4%
10
75%
5%
12
+/-15%
3.0
+/-10%
4.0
4.0
4.5
Problem resolution cycle time Customer Service Center (D)
Optimize trading opportunities

Develop innovative services
% rated capacity attained
Use alliances and joint ventures

Leverage cross-group R&D
Employee productivity improvement
Initiatives
Yr 3
Telecom infrastructure development

Trading risk assessment (work support)
Research alliance program

Preventive maintenance
Community outreach program
Cross-selling marketing program

Service dispatch automation
CIS upgrade
Call center software integration
Fossil maintenance benchmark
% cost reduction
Ensure market-driven skill
Growth
Learning &
ROCE
Targets
Strategic skill coverage ratio

Hours in strategic skills training (D)
Industry leading employee satisfaction
Employee satisfaction rating (5 point scale)
World-class leadership effectiveness
Leadership effectiveness rating (upward appraisal5 point scale)
85% Competency profiling

Shared service benchmark/outsourcing initiative
6%
15
ERP implementation
+/-5%
4.5 Performance compensation link
4.5 Leadership training program
79
Servicio Elctrico, Inc.Medidas, Metas, e Iniciativas

Medidas (D=Determinantes)
Crecimiento
Aprendizaje y
Proceso
Cliente
Financiero
Objetivos
Maximizar retornos
Crecimiento rentable
Apalancar base de activos
Lder en la industria en lealtad de cliente
ROCE
Metas
Ao 1
Ao 2
14%
14.5%
15%
6%
8%
12%
Initiatives
Ao 3
Crecimiento de ingreso sobre ventas

Tasa de utilizacin de activos
Caalificacin
Calificacin deOperating
satisfaccin
del/ customer
cliente
costs
80%
85%
90%
$150
80%
$140
85%
$125
90% Programa de lealtad del cliente
Optimizar negocio clave

Optimizar utilizacin clave
% ingresos por productos/servicios de regulados

% ingresos por trading
5%
7%
10%
12%
15%
Mx. retorno en asignacin recursos

Gestin de costos continua
Ingresos por nuevos servicios
$500M
$550M
$600M
10%
20%
25%
Gestin de riesgos en toda la empresa
Producto/Servicio NPV en desarollo pipeline
$500M
$550M
$600M
Apoyo contnuo del pblico

Gestionar relaciones proactivamente
% proyectos de I/D R&D a la par con compuertas de protocolo (D)
90%
95%
100%
4.0
4.5
4.5
Asegurar servicio confiable

Comunicar/educar clientes
ndice de confiabilidad
90/100
92/100
95/100
100%
100%
100%
Excelencia en servicio al cliente

Entrega entre grupos sin interrrupciones
% de planes de comunicacin/educacin ejecutados (D)
80%
85%
90%
% de Entrega prometida %
90%
95%
97%
Entender los impulsores del cliente

Servicios efectivos para el cliente
Tasa de asimilacin de nuevo producto
20%
25%
30%
rating costs
% clientes servidos mediante alianzas o joint ventures
Satisfaccin del cliente/socio (escala 5 puntos)

Cobertura comunicacin/educacin (%)
10%
Proyectos de investigacin de mercado a tiempo (D)
90%
95%
100%
Crecimiento del negocio

Capitalizar en oportunidades de de regulacin
Optimizar oportunidades de trading
Calificacin satisfaccin de cliente Centro Servicio Cliente. (ver arriba)
85%
89%
95%
6hr
4hr
3hr
Desarrollar servicios innovadores

Usar alianzas y joint ventures (asociaciones
estratgicas)
Apalancar I/D R&D entre grupos
% de capacidad calificada lograda
80%
85%
90%
2%
3%
4%
65%
4%
10
75%
5%
12
+/-15%
3.0
+/-10%
4.0
4.0
4.5
Tiempo del ciclo de resolucin de problemas Centro Servicio Cliente (D)
Mejora en productividad por empleado

% de reduccin en costos
Asegurar destreza determinada por mercado
Relacin de cobertura destrezas estratgicas

Horas entrenamiento destrezas estratgicas (D)
Liderando la industria por satisfaccin del

empleado
Efectividad en liderazgo clase A mundial
Calificacin satisfaccin del cliente (escala 5 puntos)

Calificacin efectividad en liderazgo (evaluacin ascendenteescala 5
puntos)
Desarrollo de infraestructura de Telecom

Evaluacin de riesgo de Trading (work support)
Programa de alianza en investigacin

Mantenimiento preventivo
Programa de acercamiento a la comunidad
Programa de marketing de venta cruzada

Automatizacin de despacho del servicio
Mejora de CIS
Integracin de software del call center
Punto de referencia mantenimiento de Fsiles
Punto de referencia servicios compartidos

85% Determinando perfil de competencia
Y ERP implementation
6%
15
+/-5%
4.5 Enlace de compensacin por desempeo
4.5 Programa de entrenamiento en liderazgo
80
Dimensin
Financial TRIPLE BOTTOM
Financiera
Dimension
LINE
To
To generate value through
through aa
system
system of
of Corporate
Corporate Social
Social
Responsibility
To
To create
create economic
economic value
value sustainably
sustainably
in
in the
the long
long run
run
The Sustainability Scorecard

To
To generate
generate value
value through
through
environmental management
Sustainable profitable
growth
growth (10%
(10% sales
sales
annually)
annually)
Improve
Improve operating
efficiency
efficiency
Process and
Technology
Dimension
Customer
Dimension
UVP: To be the best purchasing option for our customers

Reinforce
Reinforce Brand
Brand
Image
Effective
Effective
communication
communication to
to
selected
selected targets
targets
Innovation
Innovation and
High
High margin
margin
products
products
Customer
Customer
Satisfaction
Satisfaction (95%
satisfied)
satisfied)
Effective
Effective Research
Research
and
and Introduction
Introduction of
of
new
new products
products
To
To implement
implement CRM
CRM
&
& E-business
E-business
initiatives
initiatives
Human
Resources
Dimension
Environmental
and Social
Dimension
Risk
Risk Management
Management
Comply
Comply with
with the highest
quality,
health
quality, health and
and safety
safety
standards
standards
To
To develop
develop employees
employees
based
based on
on strategic
strategic
competencies
competencies
Install
Install social
social impact
impact
management
management systems
systems
To
To consolidate
consolidate an
an internal
internal
culture
based
on
culture based on companys
companys
values
values
To
To improve
improve supply
supply
chain
chain processes
processes
Optimal
Optimal
Transformation
Transformation
Processes
Processes
Minimize
Minimize
environmental
environmental
impact
impact through
through
eco-efficiency
concepts
concepts
Sustainable
Sustainable Scorecard
Scorecard
Deployment
Deployment
81
Dimensin
Financial TRIPLE BOTTOM
Financiera
Dimension
LINE
To
To generate value through
through aa
system
system of
of Corporate
Corporate Social
Social
Responsibility
Crear
Crear sostenibilidad
sostenibilidad del
del valor
valor
econmico
econmico aa largo
largo plazo
plazo
La Scorecard de sostenibilidad
Generar
Generar valor
valor mediante
mediante
gestin
gestin ambiental
ambiental
Crecimiento
Crecimiento rentable
rentable
sostenible
sostenible (10%
ventas
ventas anualmente)
anualmente)
Mejorar
Mejorar eficiencia
operativa
operativa
Process and
Technology
Dimension
Customer
Dimension
UVP: Ser la mejor opcin de compra para nuestros clientes

Reforzar
Reforzar imagen
de
de marca
marca
Comunicacin
Comunicacin
efectiva
efectiva con
con grupos
grupos
selectos
selectos
Productos
Productos de
de
innovacin
innovacin yy alto
alto
margen
margen
Investigacin
Investigacin e
introduccin
introduccin de
de
nuevos
nuevos productos
productos
efectivas
efectivas
Satisfaccin
Satisfaccin del
del
cliente
cliente (95%
(95%
satisfecho)
satisfecho)
Implementar
Implementar
iniciativas
iniciativas CRM
CRM &
& EEbusiness
Human
Resources
Dimension
Environmental
and Social
Dimension
Gestin
Gestin de
de Riesgos
Riesgos
Cumplir
Cumplir con
con los
los
estndares
estndares de
de ptima
ptima
calidad,
calidad, salud
salud yy seguridad
seguridad
Desarrollar
Desarrollar empleados
empleados
basados
basados en
en competencias
competencias
estratgicas
estratgicas
Instalar
Instalar sistemas
sistemas de
de
gestin
gestin del
del impacto
impacto
social
social
Consolidar
Consolidar una
una cultura
cultura
interna
basada
en los valores
interna
de
de la
la compaa
compaa
Mejorar
Mejorar procesos
procesos
de
de cadena
cadena de
de
suministro
suministro
Procesos
Procesos de
de
transformacin
ptima
Minimizar
Minimizar
impacto
impacto
ambiental
ambiental
mediante
mediante
conceptos
conceptos de
de
eco
eco eficiencia
eficiencia
Despliegue de
Scorecard
Scorecard sostenible
sostenible
82
Coffee
Growers
Fruits
Internal Processes
Leaves
Branches
Stem
Learning
and
Growth
Related
Parts
Financial
Colombia Coffee Federation Strategy Tree
Root

Group, Inc.
83
Frutas
Procesos internos
Hojas
Ramas
Tallo
prendizaje
y
recimiento
Cultivadores
Partes
Financiero
de caf
Relacionadas
Federacin Colombiana del Caf rbol estratgico
Raz

Group, Inc.
84
To ensure the welfare of Colombian coffee

growers by means of an effective,
democratic and representative organization
To obtain a competitive and sustainable coffee

sector; strengthen the social network in coffee
zones and maintain Colombian coffee as the best
coffee
in the world
FINANCIAL To accomplish the balance and strengthening of the finances of the Federation of
Coffee Growers and the National Coffee Fund
COLOMBIAN COFFEE
COMERCIALIZATION
ADDED
VALUE
To generate
greater added
value for
Colombian
coffee
To ensure the best purchase price

for the producer
To carry on the commercialization
activity of the National Coffee Fund
in a efficient and sustainable way
COMPETITIVENES
S IN COLOMBIAN
COFFEE SECTOR
To achieve a
profitable and
sustainable
coffee sector
EDUCATION FOR
DEVELOPMENT
AND SOCIAL
WELFARE
To Raise the conditions of life
of the coffee grower population
To have educated coffee
growers and trained workers
PROMOTION
AND
PUBLICITY
To position Colombian coffee

as the leading quality coffee
INTERNATIONAL
COFFEE POLICY
To create a favorable
international
environment for the
fulfillment of the Vision
RELATIONS WITH AUTHORITIES

To commit the State to help us attain our Vision
INSTITUTIONAL AND FEDERATION

STRUCTURE
To consolidate the federation's strength
To build an organization capable of making the Mission
statement and Vision a reality 2008 Robert S. Kaplan and The Palladium
Group, Inc.
85
Asegurar bienestar de cultivadores de caf

colombiano mediante una organizacin
efectiva, democrtica y representativa
FINANCIER
O
Lograr el equilibrio y fortalecimiento de las finanzas de la Federacin de

Cultivadores de Caf y del Fondo Nacional para el Caf
VALOR
AGREGAD
O
COMERCIALIZACIN
DEL CAF
COLOMBIANO
Asegurar el mejor precio de compra
Generar
mayor valor
agregado para
el caf
colombiano
para el productor
Realizar la actividad de
comercializacin del Fondo
Nacional del Caf en una manera
eficiente y sotenible
EDUCACIN PARA
EL DESARROLLO Y
BIENESTAR SOCIAL
COMPETITIVIDAD
EN SECTOR
CAFETALERO
COLOMBIANO
Lograr un
sector
cafetalero
rentable y
sostenible
Obtener un sector cafetalero competitivo y

sostenible; fortalecer red social en zonas
cafetaleras y mantener al caf colombiano como el
mejor caf en el mundo
Mejorar las condiciones de

vida de la poblacin que cultiva
caf
Tener cultivadores educados
y trabajadores entrenados
PROMOCIN Y
PUBLICIDAD
POLTICA
INTERNATIONAL
SOBRE EL CAF
Posicionar el caf
colombiano como el caf de
la mejor calidad
Crear un ambiente
internacional favorable
para el logro de la
Visin
RELACIONES CON LAS

AUTORIDADES
Comprometer al Estado el ayudarnos a lograr

nuestra visin
ESTRUCTURA INSTITUCIONAL Y DE LA
FEDERACIN
Consolidar la fortaleza de la Federacin
Construir una organizacin capaz de hacer de la
declaracin de Misin y Visin una realidad

Group, Inc.
86
Perspective Objectives
Financial
Customer
Process
Learning
& Growth
Be the lowest cost producer
Pick the winners globally
Create new market demand
Sales and customer

development
Focused technology
development
Perfect manufacturing
Individual and team

performance
Customer sensitive culture
Economic value added
2 initiatives
serving no
objectives
Training strategic skills
Global communications
Rewards development/implem
Expert systems
ISO 90002 NA resin mfg. Cer
Facilities upgrade
Yield improvement program
Scrap rework process improv
IT strategy alignment
Asia reformation facilities
Communicate vision
Develop/cascade BSC
Abm
SCOP implementation
IT enhancement in value chain
Side lam VP/partnerships
Customer complaint tracking pro
SV commercialization/facilities
Reformulation
Quality proc for root cause elim
Quality needs identification
Res sec and W&L and hurricane
Partner with the winners
Emerging markets strategy
Procurement redesign
Current initiative
Initiative Mapping Grid Example
No initiatives
for the Financial
perspective
Price performance
Partnering
Integrate and align

resources
9 initiatives
for 1 objective
People and change

management
Strategic competencies
No initiatives
for this objective
87
Valor agregado econmico
Financiero
Cliente
Ser el productor de ms
bajo costo
Escoger ganadores
globalmente
Crear nueva demanda de
mercado
Desempeo de precios
2 iniciativas que
sirven a ningn
objetivo
Formacin destrezas estratgic
Comunicaciones globales
Desarrollo/implement. recomp.
Sistemas expertos
ISO 90002 NA fabric resina Cer
Mejoramiento facilidades
Programa mejora rendimiento
Mejorar proces desecho rework
IT alinear estrategia
Asia reformar instalaciones
Comunicar visin
Desarrollar/cascada BSC
Abm
Implementacin de SCOP
TI mejora en cadena de valor
Side lam VP/sociedades
Seguimiento queja cliente
SV comercializacin/instalacion
Reformulacin
Proc. Calid. elimina causa raz
Calidad necesita identif. error
Res sec and W&L and hurricane
Sociedad con los ganadores
Estrategia mercados emergentesy
Rediseo adquisiciones
Perspectiva Objetivos
Iniciativa actual
Ejemplo de rejilla para mapeo de iniciativas
No hay iniciativas
para perspectiva
financiera
Establecer sociedades
Integrar y alinear recursos
Proceso
Desarrollo ventas y cliente

Desarrollo tecnologa
enfocada
Manufactura perfecta
Aprendi
Gestin personal y cambio
zaje y
crecimien
to
Competencias estratgicas
Desempeo individual y de
equipo
Cultura sensible al cliente
9 iniciativas
para 1 objetivo
No hay iniciativas
para este objetivo
88
Scoring Initiatives for a Strategic Themes Portfolio

Criterion 1 (50%)
Strategic Relevance and Benefit
Criterion 2 (30%)
Resource Demands
Screen for strategic relevance

Map to objectives and determine
impact
Determine strategic benefit
FTEs and Duration

Number of people
Quantity of resources
Project duration
1.
1.
3.
9.
Not well aligned to strategy,

little strategic benefit
Aligned to strategy, modest
strategic benefit
Aligned to strategy, major
strategic benefit
3.
9.
Cost
Investment
SG&A
Requires many valuable

resources to implement and
sustain
Requires some resources to
implement and sustain
Requires few resources to
implement and sustain
Criterion 3 (20%)
Risks
Project risk (complexity, multiple
units, implementation and
operational issues)
Budget exposure
Staff and skills availability
1.
High risk
3.
Medium risk
9.
Low risk
Each initiative is ranked on a 1 to 9 scale for the three criteria. Each criterion is weighted. The initiatives criterion
rank is multiplied by the criterion weight, and summed across criteria to arrive at a total score. The higher the score,
the more promising the initiative.
89
Puntajes para Iniciativas de un Portafolio de Temas estratgicos

Criterio 1 (50%)
Importancia y beneficio
estratgico
Buscar la relevancia estratgica
Mapear a objetivos y determinar
impacto
Determinar el beneficio estratgico
1.
3.
9.
Criterio 2 (30%)
Demandas de recursos
FTEs y Duracin
Nmero de personal
Cantidad de resursos
Duracin del proyecto
No bien alineado a la
1.
estrategia, poco beneficio
estratgico
Alineado a la estrategia,
3.
beneficio estratgico modesto
Alineado a la estrategia,
9.
beneficio estratgico mayor
Costo
Inversin
SG&A
Criterio 3 (20%)
Riesgos
Riesgo de proyecto (complejidad,
unidades mltiples, asuntos de
implementacin y operativos)
Exposicin del presupuesto
Disponibilidad personal y destrezas
Requiere muchos recursos

1.
valiosos para implementar y
sostener
3.
Requiere algunos recursos
para implementar y sostener
9.
Requiere pocos recursos para
implementar y sostener
Riesgo alto
Riesgo medio
Riesgo bajo
Cada iniciativa es calificada en escala de entre 1 a 9 para los tres criterios. Cada criterio es ponderado. El rango
del criterio de la iniciativa es multiplicado por el peso del criterio, y sumado para todos los criterios para llegar a un
puntaje total. Mientras mayor sea el puntaje, ser ms prometedora la iniciativa.
90
Scoring each initiative facilitates comparison

Organizational Capability
(Risk):
Confidence on Ability to
Deliver
Change required
Strategic Fit and

Benefit
Input:
Candidate Projects
x5
x3
x2
Output:
Scored Project
Resource
Demands:
Cost to implement
FTEs required
Duration
Scoring model:
Each initiative is ranked against all of the criteria
The rating is then multiplied by the criterias weight
The score for each criteria is added together for the total score
91
Dar puntaje a la iniciativa facilita la comparacin

Capacidad organizativa
(Riesgo):
Confianza en habilidad de
entregar el cambio requerido
Adecuacin y
beneficio estratgico
Aporte:
Proyectos
candidatos
x5
x3
x2
Resultado:
Proyecto con
puntaje
Demanda en
recursos:
Costo para
implementar
FTEs requeridos
Duracin
Modelo de puntuacin:
Cada iniciativa es calificada de cara a todos los criterios
La calificacin es luego multiplicada por el peso del criterio
El puntaje para cada criterio se aade en conjunto para obtener
el puntaje total
92
Linking Strategy to the Budget through STRATEX

Strategy
Strategy Map
Balanced Scorecard
Themes
Objectives
Measures
Integrated
Strategic
Plan
Targets
Accountability
Strategic Initiatives
S
trateg
yM
ap
Operational
Plan/Budget
$$
Revenue
Direct Expense
XX
(XX)
100%
(40)
Gross Margin
Indirect Expense
Sales
Prof. Dev.
G+A
XX
60%
(XX)
(XX)
(XX)
(10)
(5)
(15)
Contribution
XX
30%
(XX)
(XX)
(5)
(5)
EBITDA
ITDA
XX
(XX)
20%
(5)
Net Income
XX
15%
R&D
STRATEX
Cost Management
OPEX
T
h
em
e:C
ro
s-S
elth
eP
ro
d
u
ctL
in
e
Rolling Forecast (Budget)
B
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M
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em
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R
in
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S
C
2
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2.r5
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/Q
10%
10%
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Total Strategic Investment
S
egm
entationInitative $X
X
X
S
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urvey $X
X
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Investment Management
CAPEX
93
Enlazando la estrategia al presupuesto mediante STRATEX

Estrategia
Mapa estratgico
Balanced Scorecard
Temas
Objetivos
Medidas
Plan
estratgico
integrado
Metas
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Iniciativas estratgicas
S
trateg
yM
ap
Plan/
Presupuesto
operativo
$$
Ingresos
Gastos Directos
XX
(XX)
100%
(40)
Margen bruto
Gastos Indirectos
Ventas
Retorno utilidades
G+A
XX
60%
(XX)
(XX)
(XX)
(10)
(5)
(15)
Contribucin
XX
30%
(XX)
(XX)
(5)
(5)
EBITDA
ITDA
XX
(XX)
20%
(5)
Ingreso neto
XX
15%
R&D
STRATEX
Gestin de costos
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Gestin de inversiones
CAPEX
94
Comprehensive Case Study. The burning platform a critical situation for the State
of Rio Grande do Sul, Brazil.
The bankruptcy of the State
Government brought public
investment to the lowest level in
the last 35 years and the State is
not capable of inducing any sort
of economic recovery.
Export oriented economies, like RS, suffered a

negative impact from the strengthening of the
national currency - the export sectors that have
been growing in the country are not the ones
that prevail in RS.
Bankruptcy of the
Government
Natural disasters
Strengthening of
national currency
Critical
situation
Worst economical
performance in the
states history
Recurring droughts have had a

negative impact on the
agricultural production.
Impact on social
development
The State was historically one of

the fastest growing economies in
Brazil. In the last years, it has
been growing below the Brazilian
average.
Historically, the State of RS had the best social

indicators in Brazil, but they have been
deteriorating quickly as a result of economic
slowdown
95
Estudio de Caso de amplio espectro. La plataforma candente una situacin crtica

para el Estado de Rio Grande del Sur, Brasil.
La bancarrota del gobierno
estatal hizo que la inversin
pblica sea la ms baja en los
ltimos 35 aos y el Estado no
es capaz de inducir ningn tipo
de recuperacin econmica.
Sequas recurrentes haban

tenido un impacto negativo en la
produccin agrcola.
Economas orientadas a exportar, como RS,

sufrieron un impacto negativo al fortalecerse la
divisa nacional los sectores de exportacin
que haban estado haciendo crecer al pas, no
son los que prevalecen en RS.
Bancarrota del
Gobierno
Desastres
naturales
Fortalecimiento de
divisa nacional
Situacin
Crtica
El peor desempeo
econmico en la
historia del Estado
Impacto en
desarrollo social
El Estado fue histricamente una

de las economas de ms rpido
crecimiento en Brasil. En los
ltimos aos, ha estado creciendo
por debajo del promedio brasileo.
Histricamente, el Estado de RS tena los mejores

indicadores sociales en Brasil, pero se
deterioraron rpidamente como resultado de la
desaceleracin econmica.
96
State Fiscal burden: 45 percent of tax revenues pay for the past.
32% of tax revenues are
committed to pensions
12,7% of tax revenues are

commited to debt payments
Low public investment

capacity
Fonte: Secretaria do Tesouro Nacional, Execuo Oramentria dos Estados, 2004

97
Carga fiscal del estado: 45 por ciento de ingresos por impuestos pagan por el pasado.
32% de ingresos por impuestos
estn comprometidos en
pensiones
12,7% de ingresos por impuestos

estn comprometidos a pago de
deuda
Baja capacidad de
inversin pblica
Fonte: Secretaria do Tesouro Nacional, Execuo Oramentria dos Estados, 2004

98
A heavy burden to carry.
Bankruptcy of the
Government
Natural disasters
Strengthening of
national currency
Critical
situation
The current situation was

foreseeable 35 years ago. The
problems of the State were clear,
the solutions were thoroughly
discussed, but never
implemented.
Worst economical
performance in the
states history
Impact on social
development
One Government after another

tried to implement the necessary
reforms, but they have
consistently failed. It was clear
that Government alone was not
capable of solving the structural
problems of the State.
99
Una pesada carga a acarrear.
Bankruptcy of the
Government
Natural disasters
Strengthening of
national currency
Critical
situation
La situacin actual fue

predecible hace 35 aos. Los
problemas del estado fueron
claros, se discutieron
completamente las soluciones,
pero jams se implementaron.
Worst economical
performance in the
states history
Impact on social
development
Un gobierno tras otro intent

implementar las reformas
necesarias, pero fracasaron en
forma consistente. Qued claro
que el gobierno por s solo no
estaba en capacidad de resolver
los problemas estructurales del
Estado.
100
Citizens and Institutions takes the lead.
Bankruptcy of the
Government
Natural disasters
Strengthening of
national currency
Critical
situation
Worst economical
performance in the
states history
Impact on social
development
Citizens and institutions decide

to reverse their traditionally
passive role in public policy.
They would take a central role
in a constructive process for
social and economic
development
Participants:
Community Representatives
Unions
Associations
Corporate Leadership
Universities
NGOs
Government
Public Institutions
Others
101
Los ciudadanos y las instituciones toman el liderazgo.
Bankruptcy of the
Government
Natural disasters
Strengthening of
national currency
Critical
situation
Worst economical
performance in the
states history
Impact on social
development
Los ciudadanos y las

instituciones deciden revertir su
papel tradicionalmente pasivo
en poltica pblica. Ellos
asumiran un papel central
dentro de un proceso
constructivo para el desarrollo
social y econmico.
Participantes:
Representantes de la
comunidad
Sindicatos
Asociaciones
Liderazgo corporativo
Universidades
ONGs
Gobierno
Instituciones pblicas
Otros
102
Project Overview: Developing a Strategy for Rio Grande do Sul Province, Brazil.
Alignment of societal interests for
a common vision
Future Vision
Meeting O Rio Grande que Queremos
(March 8th and 9th)
Translate the future vision into

strategic objectives
The Strategy
Strategy Map of RS
April 26th Workshop
Creation of a results monitoring

system and definition of proposals
to reach the objectives
11 Thematic Forums (examples)

Infrastructure
Education
Market
Develop-ment
Environment
Measures, Targets, Projects
Proposal validation by the thematic

forums
July 11th Workshop
Governance Model Strategic Agenda

August 9th Workshop
Guarantee the continuity of the

Strategic Agenda until 2020 (from
project to process)
Group, Inc.
103
Revisin general del Proyecto: Desarrollo de una Estrategia para Rio Grande do Sul
Province, Brasil.
Alineacin de los intereses de la
sociedad en busca de visin comn
Visin Futura
Reunin O Rio Grande que Queremos
(Marzo 8 y 9)
Traducir la visin futura en

objetivos estratgicos
La Estrategia
Mapa estratgico de RS
April 26th Workshop
11 Thematic Forums (examples)

Infraestructura
Educacin
Desarrollo de
Mercado
Medio
ambiente
Measures, Targets, Projects
Creacin de un sistema de
monitoreo de resultados y definicin
de propuestas para alcanzar los
objetivos
Validacin de propuestas mediante los

foros temticos
July 11th Workshop
Modelo de Gobernancia Agenda estratgica

Taller 9 de Agosto
Garantizar la continuidad de la
Agenda estratgica hasta el 2020
(desde proyecto hasta proceso)
Group, Inc.
104
Future Vision Search March 8th and 9th

The Future Vision
O Rio Grande que Queremos Meeting
(March 8th and 9th)
Activities done
State diagnosis;
Shared future vision;
Main challenges to overcome
Participants
More than 850 people

representing major stakeholders
Group, Inc.
105
Bsqueda de la Vissin futura Marzo 8 y 9

La Visin futura
Reunin O Rio Grande que Queremos
(Marzo 8 y 9)
Actividades realizadas:
Diagnstico del Estado;
Visin futura compartida;
Principales desafos a vencer.
Participantes
Mas de 850 personas

representando a las principales
partes interesadas.
Group, Inc.
106
Future Vision Search Pictures

Group, Inc.
107
Bsqueda de Visin Futura Fotografas

Group, Inc.
108
Survey - Pictures
109
Encuesta - Fotografas
110
Market
development
Regional
development
Innovation
and
technology
Public
administration
Infrastructure
Institutional and
regulatory
environment
Financial
resources
availability
Education
Citizenship and
social
responsibility
Environment
Health
Competitive
Differentials
The best state to

do business
Growth Processes
Benchmark in
innovation and
technology
Benchmark in
human capital
Quality of Life
Development
Foundations
Social and
Regional
Equality
Economic
Growth
Society
The best state to live and work.

Group, Inc.
111
Desarrollo de
Mercado
Desarrollo
Regional
El mejor Estado
donde hacer
negocios
Innovacin y
tecnologa
Administracin
pblica
Infraestructura
Entorno
institucional y
regulatorio
Disponibilidad
de recursos
financieros
Educacin
Ciudadana y
responsabilidad
social
Medio
ambiente
Salud
Diferenciales
Competitivos
Punto de referencia
en innovacin y
tecnologa
Procesos Crecimiento
Punto de
referencia en
capital humano
Quality of Life
Cimientos
Desarrollo
Social and
Regional
Equality
Economic
Growth
Society
El mejor Estado donde vivir y trabajar.

Group, Inc.
112
Regional
Development
Attract and strengthen companies in

strategic sectors, diversifying the regions
production matrix
Public Administration
Innovation and Technology
Capacitate for entrepreneurship,

management and quality, and innovation
and technology
Stimulate exports with a focus on value
added activities
The best state to do

business
Guarantee a regional
and integrated strategic
plan with social
participation, assuring
the continuity of public
policies
Promote technology centers that are

aligned with a state plan
Augment the States investment capacity

through fiscal equilibrium
Establish and execute investment

policies and stimulus for innovation and
technology
Reduce the States tax burden
Integrate companies, research institutes,

universities and the Government in
leading edge technology efforts
Modernize and enhance the efficiency of the

public administration, including a size
adjustment
Infrastructure
Implement an integrated transportation
logistics network with a focus on greater
efficiency
Institutional and Regulatory

Environment
Guarantee
public safety
and trust in
institutions
Combat informality, piracy

and tax evasion
Guarantee the stability and

execution of rules
Establish public-private partnerships

and concessions with guaranteed
contractual assurances
Financial Resources
Availability
Incent the
formation of
public and
private savings
Facilitate credit
access with
better
orientation
Invest in teacher qualification
Environment
Incent and guarantee means

of societal participation in
public administration
Promote social responsibility
Education
Expand the network of fullday schools
Guarantee transparency in public

administration via a societal monitoring
system
Guarantee the efficient use and

availability of energy at
competitive prices
Citizenship and Social

Responsibility
Balance environmental
preservation with development,
through clear and stable rules
and greater efficiency of
regulating bodies
Promote society's
environmental
commitment
through
environmental
education
Health
Define and implement an
educational model
focused on quality
Capacitate for the market and

citizenship, with the help of
universities and colleges, schools,
NGOs, and government and
amplifying professional teaching
Growth Processes
Benchmark in innovation
and technology
Benchmark in
human capital
Market
Development
Quality of Life
Promote family planning

and infant mortality
reduction initiatives
Amplify the effectiveness

of the health network with
service quality
improvement
Promote health
through
preventive
actions
Development Foundations
Social and Regional

Equality
Economic Growth
Competitive
Society
Differentials
The best state to live and work.

Group, Inc.
113
Desarrollo regional
Attract and strengthen companies in

strategic sectors, diversifying the regions
production matrix
Administracin pblica
Innovacin y tecnologa
Capacitate for entrepreneurship,

management and quality, and innovation
and technology
Stimulate exports with a focus on value
added activities
El mejor estado para

hacer negocios
Guarantee a regional
and integrated strategic
plan with social
participation, assuring
the continuity of public
policies
Promote technology centers that are

aligned with a state plan
Augment the States investment capacity

through fiscal equilibrium
Establish and execute investment

policies and stimulus for innovation and
technology
Reduce the States tax burden
Integrate companies, research institutes,

universities and the Government in
leading edge technology efforts
Modernize and enhance the efficiency of the

public administration, including a size
adjustment
Infraestructura
Implement an integrated transportation
logistics network with a focus on greater
efficiency
Entorno Institucional y
Regulatorio
Guarantee
public safety
and trust in
institutions
Establish public-private partnerships

and concessions with guaranteed
contractual assurances
Disponibilidad de
recursos financieros
Combat informality, piracy

and tax evasion
Guarantee the stability and

execution of rules
Incent the
formation of
public and
private savings
Facilitate credit
access with
better
orientation
Invest in teacher qualification
Medio ambiente
Incent and guarantee means

of societal participation in
public administration
Promote social responsibility
Educacin
Expand the network of fullday schools
Guarantee transparency in public

administration via a societal monitoring
system
Guarantee the efficient use and

availability of energy at
competitive prices
Ciudadana y
responsabilidad social
Balance environmental
preservation with development,
through clear and stable rules
and greater efficiency of
regulating bodies
Promote society's
environmental
commitment
through
environmental
education
Salud
Define and implement an
educational model
focused on quality
Capacitate for the market and

citizenship, with the help of
universities and colleges, schools,
NGOs, and government and
amplifying professional teaching
Diferenciales
Society
Competitivos
Punto de referencia en
innovacin y tecnologa
Punto de referencia
en capital humano
Desarrollo de
mercado
Quality of Life
Promote family planning

and infant mortality
reduction initiatives
Amplify the effectiveness

of the health network with
service quality
improvement
Promote health
through
preventive
actions
Cimientos para Desarrollo
Social and Regional

Equality
Economic Growth
Proceso de crecimiento
El mejor estado en donde vivir y trabajar.

Group, Inc.
114
A public event sealed the commitment of the 2 candidates

to the state governement, Yeda Crusius and Olvio Dutra,
with the presentation of The 20 Key Issues of the Agenda.

Group, Inc.
115
Un evento pblico sell el compromiso de los 2 candidatos

al gobierno del estado, Yeda Crusius y Olvio Dutra, con la
presentacin de Los 20 asuntos claves de la Agenda.

Group, Inc.
116
Developing the Brazil Industry Strategy Map
Map Creation
business meetings
Map
Consolidation
41 meetings (250
people)
Validation
60 business
leaders
(60 people)
Consultant: Symnetics
117
Desarrollo del Mapa estratgico de la industria de Brasil
Creacin del Mapa
Reuniones de
negocios
(60 personas)
Consolidacin del
Mapa
41 reuniones (250
personas)
Validacin
60 lderes de
negocios
Consultor: Symnetics
118
Economic Development Strategy for the Country of Brazil

Sustainable Economic Development
Workers
Society
Entrepreneurs
Government
The
Vision
Results for the Country

Economic
Growth
More Jobs &

Income
Increase in
Quality of Life
Decrease in Social / Regional

Inequalities
Expansion of Business
with Generation of Value
Based on Clear Market Positioning

Competitive &
Quality Products
OUTCOMES
Products & Services
with Higher Aggregate
Value
DRIVERS
(themes)
Innovative Products
& Services
Recognition of
Brazilian Brands &
Products
Accelerate Growth of
Industrial Output
Increase Brazils
Participation in Global
Trade
Driven by Processes & Activities

Expansion of
Industrial Base
International
Insertion
Management &
Productivity
The
Strategy
Social &
Environmental
Responsibility
Innovation
Built Upon Our Development Bases

Availability of Resources
Infrastructure
ENABLERS
Entrepreneurial
Leadership
Institutional and Regulatory

Environment
Education and
Health
Group, Inc.
119
Estrategia para el desarrollo econmico del pas Brasil.

Sustainable Economic Development
Trabajadores
Sociedad
Emprendedores
Gobierno
La
Visin
Resultados para el pas

Crecimiento
econmico
Ms trabajo e
ingresos
Mejorar calidad
de vida
Disminuir desigualdades
sociales / regionales
Expansin de negocios
con generacin de valor
Basada en claro posicionamiento de mercado

Productos competitivos y de
calidad
RESULTADOS
Productos y Servicios
con mayor valor
agregado
IMPULSORES
(temas)
Reconocimiento de
marcas y productos
brasileos
Productos y servicios innovadores

Acelerar crecimiento
de produccin
industrial
Aumentar
participacin de Brasil
en comercio global
Impulsada por procesos y actividades

Expansin de
Base Industrial
Insercin
Internacional
Gestin y
Productividad
Innovacin
La
Estrategia
Responsabilidad
Social y Ambiental
Construida sobre nuestras bases de desarrollo

Disponibilidad de recursos
Infraestructura
HABILITADORES
Liderazgo
Emprendedor
Entorno Institucional y
Regulatorio
Educacin y Salud

Group, Inc.
120
The Complete Industry Strategy Map
121
El mapa estratgico completo de la industria
122
Stage 3 of the Management System: Align the Organization

2

Measures / Targets
Initiatives
Funding / Stratex

Stretch Targets
Strategic Analysis
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
123
Etapa 3 del Sistema de Gestin: Alinear la Organizacin

2

Measures / Targets
Initiatives
Funding / Stratex

Stretch Targets
Strategic Analysis
TEST & ADAPT
ALINEAR LA ORGANIZACIN
Unidades de negocios
Unidades de apoyo
Empleados
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
124
Enterprises Require Vertical and Horizontal Alignment
Scorecard Cascade
Headquarters Scorecard
Shared Services
Business and
Regional Units
Departments
Teams &
Individuals

Group, Inc.
125
Las empresas requieren Alineacin Vertical y Horizontal
Cascada Scorecard
Scorecard oficina central
Servicios
compartidos
Unidades de
negocios y
regionales
Departamentos
Equipo e
Individu
Individuos

Group, Inc.
126
Corporate Role in the Cascading Process Depends Upon Corporate Type
Cascading Approach
Active Role
Passive Role
(Operating Company)
(Holding Company)
TATA Family
Group
Wendys
Private
Equity Firm
General
Marriott Vacation
Club, Inc.
Electric
Ingersoll Rand
Independent
Hilton Hotels
Best Buy
Mobil
Linked
Identical
Cascading Method
Group, Inc.
127
El rol corporativo en el proceso tipo cascada depende del tipo corporativo

Mtodo en cascada
Rol Activo
Rol Pasivo
(Operating Company)
(Holding Company)
TATA Family
Group
Wendys
Private
Equity Firm
General
Marriott Vacation
Club, Inc.
Electric
Ingersoll Rand
Independiente
Hilton Hotels
Best Buy
Mobil
Enlazada
Idntica
Mtodo en cascada
Group, Inc.
128
Canadian Blood Services Used Strategic Themes to Align its Organization
Each Business Unit Develops Its Own

Strategy Map Objectives Within the
Corporate Strategic Themes

Group, Inc.
129
Canadian Blood Services us sus temas estratgicos para alinear a su organizacin
Cada unidad de negocios

desarrolla sus propios objetivos
en su mapa estratgico dentro de
los temas estratgicos
corporativos

Group, Inc.
130
Every division has the same common architecture for its strategy map.
The CBS mission

rests atop every
strategy map.
Every map will
contain the three
common strategic
themes.
Mandatory
corporate
objectives will use
a different color
schemes so they
can
be easily
distinguished.
Every map will
adopt the same
Human Capital,
Information Capital
and Quality
measures.

Group, Inc.
131
Cada divisin tiene la misma arquitectura comn para su mapa estratgico.
La misin de CBS
reposa al inicio
de cada mapa
estratgico.
Cada mapa
contendr los tres
temas estratgicos
comunes.
Los objetivos
corporativos
obligatorios
usarn esquema
de color diferente
para ser
diferenciados
Cada mapa
fcilmente
adoptar
el mismo
distinguished.
capital humano,
capital de
informacin y
medidas de
calidad.

Group, Inc.
132
Shared Objectives Example

Financial
Perspective
Increase net income

Maximize
income from
core
customers
Increase fee
income
Customer
Perspective
Internal
Process
Perspective
Be #1 foreign
wholesale
bank in the
Americas
Grow Revenues
Be a reliable
source of
credit
Tie up between
business strategy
and risk appetite
Strategically focus
on opportunities in
Asia
Human
Capital
Perspective
Minimize
credit
costs
Enhance
cost
efficiency
Provide global
network
banking
Provide
speedy and
accurate
service
Manage Risk
Improve Productivity
Proactive risk
management
and compliance
Ensure collaboration
-Relationship &
Purchasing
Managers
Enhance risk
management in
Latin America
Segmentation and
tier up
Enhance disaster
recovery/business
continuity plan
Develop
succession
plan
Provide training
on credit and
product
Global Corporate
Banking Unit
(GCBU) Strategy
Map
Competitive
environment:
teamwork, safe
and fair
Execute major
technology and
efficiency projects
Bankwide identical objective
Enhance
collaboration
throughout
supply chain
Objective unique to GCBU
Streamline
credit approval
process
(Corporate and Units)
Shared objective
(Between
Units)
Competitive
compensation
133
Ejemplo de objetivos compartidos

Perspectiva
Financiera
Aumentar ingreso neto

Aumentar
Ingreso por
tasas y
honorarios
Perspectiva
del cliente
Ser banco
mayorista
extranjero #1
en las
Amricas
Perspectiva
Procesos
Internos
Crecer Ingresos
Enfocarse
estratgicamente
en oportunidades
en Asia
Asegurar
colaboracin
Gerentes de
Relaciones y
Adquisiciones
Segmentacin y
escalar piso-tier up
Perspectiva
de Capital
Humano
Desarrollar
plan de
sucesin
Maximizar
ingreso de
clientes
claves
Ser una fuente

de crdito
confiable
Atar la estrategia
de negocios y el
apetito al riesgo
Minimizar
costos de
crdito
Mejorar
eficiencia
en costos
Proveer banca
con red global
Proveer
servicio rpido
y exacto
Gestionar Riesgo
Gestin y
cumplimiento
de riesgos
proactivo
Mejorar gestin de
riesgos en Amrica
Latina
Mejorar plan de
recuperacin de
desastres/continui
dad de negocios
Proveer
capacitacin en
crdito y
producto
Entorno
competitivo:
trabajo en
equipo, seguro
y justo
Mapa Estratgico
Global
Corporativo
Unidad Bancaria
(GCBU)
Mejorar Productividad
Ejecutar grandes
proyectos en
tecnologa y
eficiencia
Objetivo idntico para Banco
Ampliar
colaboracin por
toda la cadena
de suministro
Objectivo nico para GCBU
Agilitar
proceso de
aprobacin de
crditos
(Corporativo y Unidades)
Objetivo compartido
(Entre
Unidades)
Compensacin
competitiva
134
Communication Example: Ricoh Corporation - Chairmans Message
Objectives:
Provide an overview of the
Balanced Scorecard
Share Ricohs Strategy Map
Provide Organizational Glossary
Explain Ricohs BSC Objectives
and Identify Key Strategic Themes
135
Ejemplo de comunicacin: Ricoh Corporation Mensaje del Presidente
Objectivos:
Proveer una revisin de la
Balanced Scorecard
Compartir el Mapa estratgico de
Ricoh
Proveer un glosario organizativo
Explicar los objetivos BSC de
Ricoh e identificar los temas
estratgicos claves
2008 Balanced Scorecard

Collaborative, a Palladium company
136
Align Employees to Make Strategy Everyones 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
137
Empleados que hagan de la estrategia la tarea de todos.

Generar conocimiento estratgico : Comunicar siete veces en siete maneras
diferentes
La importancia personal dada (WIIFM) tre a la vida la estrategia
Comunicacin sostenida usa diferentes canales para transmitir el mensaje
Reuniones de Liderazgo
Visitas al azar del CEO a los empleados
Carta trimestral - Estimados colegas en Boletn de Noticias
Almuerzos de aprendizaje y dilogos informales
Intranet
Grupos de trabajo facilitados por RRHH
Charlas breves a personal administrativo
Fuente: Presentado por Jack Klinck, Vice-presidente, Mellon Europe en la

Cumbre Europea BSCol , Junio 2005
138
Royal Canadian Mounted Police V Division Iqaluit (Baffin Island)

Group, Inc.
139
Policia montada real canadiense V Divisin Iqaluit (Isla Baffin)

Group, Inc.
140
One Companys BSC Communication Plan

Description of Communications
Channel
Q1
Q2
One-to-one Consulting
Q3
Q4
As needed
Strategy Planning Brochure
Webinar
Strategic Performance Report
Poster Series
Weekly Update
myHR Newsletter
Communications Forum
Strategy Refresh

Group, Inc.
141
Un Plan de comunicacin de una BSC de cierta Empresa

Descripcin del canal de
comunicacin
Q1
Consultora uno-a-uno
Q2
Q3
Q4
Segn sea necesario
Folleto de Planeacin de Estrategia
Webinar
Informe de desempeo estratgico
Series de Posters
Actualizacin semanal
Mi boletn de RRHH
Foro sobre comunicaciones

Refrescando la Estrategia

Group, Inc.
142
Internal IT Group Poster Campaign Phase 1 - Awareness
143
Campaa de Posters Grupo interno de TI Fase 1 Poner en conocimiento
144
Internal IT Group Poster Campaign Phase 2 - Execution: Think Strategically, Act Locally
145
Campaa de Posters Grupo interno de TI Fase 2 - Ejecucin: Piense estratgicamente, Acte

localmente
146
You cant tell them just once. Communicate Seven Times, Seven Ways
Posters
Portal
&
Website
Publications
Rolling Status
Training
147
Usted no puede decirles nicamente una vez. Comunique siete veces, en siete
maneras
Posters
Portal
y
Website
Publicaciones
Estapa en desarrollo
Capacitacin
148
Internal IT Group Illustrates the Connection of Each Strategic Initiative to the Groups Strategy
Map
149
Grupo interno de TI ilustra la conexin de cada inciativa estratgica con el Mapa estratgico del
grupo.
150
Creating a Line of Sight And Making Strategy Everyones Job
151
Creacin de una lnea de visibilidad-Line of Sight- y convirtiendo la estrategia en

tarea de todos.
152
Role profile and individual competencies

REQUIRED
Role: STORE MANAGER
EXISTING
Budgeting
People Management
Service Quality
Sales Management
FOCUSED COMPETENCES
5
4
3
GAP ANALYSIS
GAP ANALYSIS
AND LINK WITH
AND LINK WITH
INDIVIDUAL COMPETENCE
INDIVIDUAL COMPETENCE
DEVELOPMENT
DEVELOPMENT
2
1
GAP ANALYSIS AT GROUP LEVEL AND LINK

WITH COMPETENCE GROUP DEVELOPMENT
* Source: Paolo Ferrari, Director of Human Resources / Europe, Autogrille presented at BSCol Conference on Human Capital, London, October 2005
153
Perfil del rol y competencias individuales

REQUERIDO
Rol: GERENTE DE ALMACEN
EXISTENTE
Elaborar Presupuesto
Gestin de Personal
Calidad de Servicio
Gestin de Ventas
COMPETENCIAS ENFOCADAS
5
4
3
ANLISIS DE BRECHA
ANLISIS DE BRECHA
Y ENLACE CON
Y ENLACE CON
DESARROLLO DE
DESARROLLO DE
COMPETENCIA
COMPETENCIA
INDIVIDUAL
INDIVIDUAL
2
1
ANLISIS DE BRECHA A NIVEL DE GRUPO Y ENLACE

CON DESARROLLO DE COMPETENCIAS EN GRUPO
154
Link between gap analysis and competence development at individual

and group level.
ACCORDING TO THE IDENTIFIED

CRITICAL INDIVIDUAL GAPS :
CUSTOMISED TRAINING AND
PROFESSIONAL UPDATING
SELF-DEVELOPMENT
COACHING
COUNSELING
ACCORDING TO THE CRITICAL GAPS IDENTIFIED AT GROUP LEVEL

implementation of:
EDUCATION PLANS AND PROFESSIONAL AND CAREER PATHS
SELECTION PLANS
PERFORMANCE DEVELOPMENT
REMUNERATION SYSTEM
155
Enlace entre anlisis de brecha y desarrollo de competencias a nivel

individual y de grupo.
DE ACUERDO CON LAS BRECHAS

INDIVIDUALES CRTICAS
IDENTIFICADAS:
ENTRENAMIENTO
PERSONALIZADO Y
ACTUALIZACIN
PROFESIONAL
AUTO-DESARROLLO
COACHING
CONSEJERA
DE ACUERDO CON LAS BRECHAS CRTICAS IDENTIFICADAS A NIVEL DE GRUPO, la

implementacin de:
PLANES DE EDUCACIN Y RUTAS PROFESIONALES Y DE CARRERA
PLANES DE SELECCIN
DESARROLLO DE DESEMPEO
SISTEMA DE REMUNERACIN
156
Typical compensation schemes involve multiple tiers of performance.

1. Local incentives reward individuals when they achieve their
personal objectives
2. Business unit incentives reward all employees when their unit
achieves its BSC targets
3. Corporate incentives align employees and business units to
corporate-wide objectives
Payment of any award can be contingent on the business unit or corporation

achieving a minimal level of financial performance (such as a pre-specified
return on sales or return on invested capital; breakeven economic value added)
157
Esquemas tpicos de compensacin involucran mltiples niveles de desempeo.

1. Los incentivos locales recompensan a los individuos cuando
logran sus objetivos personales.
2. Los incentivos de unidad de negocios recompensan a todos
los empleados cuando su unidad logra las metas de su BSC.
3. Los incentivos corporativos alinean a los empleados y a las
unidades de negocios con los objetivos a nivel corporativo.
El pago de cualquier premio puede ser contingente en la unidad de negocios o

corporacin logrando un mnimo nivel de desempeo financiero (puede ser un
retorno sobre ventas o retorno sobre el capital invertido especificado
previamente; valor agregado econmico sin prdida ni ganancia)
158
Stage 4 of the Management System: Plan Operations

2

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
159
Etapa 4 del Sistema de Gestin: Planear Operaciones

2

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLANEAR OPERACIONES
Mejorar proceso clave

Planear ventas
Plan capacidad recursos
Elaboracin presupuesto

Strategic Analysis
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
160
Link Strategy to Operations
STRATEGY EXECUTION
PROCESS
1.
IMPROVE KEY
PROCESSES
(What business
process changes does
the strategy require?)
2.
DEVELOP THE
RESOURCE
CAPACITY PLAN
(How do we link strategy
to operating plans and
budgets?)
OBJECTIVE
Ensure that changes

required by the strategic
themes are translated to
changes in operational
processes
Ensure that resource
capacity, operational
plans and budgets reflect
the directions and needs
of the strategy
BARRIERS
REPRESENTATIVE
ACTIVITIES
No alignment between strategic

priorities and quality and
continuous improvement
programs
Total quality management
Forecasts, budgets and

operating plans developed
independently from strategic
plan
Rolling Forecasts
Business process improvement

Key Success factors
KPIs / Dashboards
Activity-Based Costing Model

Resource Planning
Budgeting (Opex / Capex)
Pro Forma Financials
161
Enlazar Estrategia a Operaciones
PROCESO DE EJECUCIN
DE ESTRATEGIA
1.
MEJORAR
PROCESOS
CLAVES
(Qu cambio de
proceso de negocios
requiere la estrategia?)
2. DESARROLLAR EL
OBJETIVO
Asegurar que los cambios requeridos por los

temas estratgicos sean
traducidos a cambios en
procesos operativos
Asegurar que la
PLAN CAPACIDAD capacidad en recursos,
DE RECURSOS
planes operativos y
(Cmo enlazamos la
presupuestos reflejen las
estrategia con los planes
direcciones y necesida
operativos y presupuestos?) des de la estrategia.
BARRERAS
ACTIVIDADES
REPRESENTATIVAS
No hay alineacin entre

prioridades estratgicas y
programas de calidad y
mejoramiento contnuo.
Gestin por calidad total
Las previsiones, presupuestos y

planes operativos son
desarrollados
independientemente del plan
estratgico.
Rolling Forecasts
Mejorar proceso de negocios

Factores claves de xito
KPIs / Tableros de mando
Modelo de costos basado en

actividad
Planeacin de recursos
Elab, presupuesto (Opex / Capex)
Pro forma asuntos financieros
162
Using the BSC and Quality Assessment Models (Baldrige, EFQM) Together
Business Processes
Strategic
(Competitive
Advantage)
Balanced
Scorecard
Vital
(Hygiene)
Improve to levels of
quality excellence
Maintain high quality

levels
Improve to minimum
acceptable quality
levels
Potential to cut back

current investment
Weak
Strong
Quality Assessment Model
163
Uso de la BSC conjuntamente con Modelos de evaluacin de calidad (Baldrige,

EFQM)
Procesos de Negocios
Ventaja
Estratgica
(Competitiva)
Balanced
Scorecard
Vital
(Higiene)
Mejorar a niveles
de excelencia en calidad
Mantener altos
niveles de calidad
Mejorar a niveles de
calidad mnimamente
aceptables
Potencial de recortar
la inversin actual
Dbil
Fuerte
Modelo de evaluacin de la calidad.
164
Using the Balanced Scorecard with the Catchball Process

Catchball Process
Leadership team
Develop strategy map
Select measures and targets for Balanced
Scorecard process objectives
Communicate process objectives, measures,
and targets down through the organization
Review with next

level
Yes
Pass the ball to the next level
No
Are targets attainable?

Targets attainable or new targets agreed to?
Address and resolve

barriers
No
Yes
Commitments reviewed with leadership team

Implement, measure results, and report
165
Uso de la Balanced Scorecard con el Proceso Catchball.

Catchball Process
Equipo de Liderazgo
Desarrolle Mapa estratgico
Seleccione medidas y metas para los
objetivos del proceso de la Balanced
Scorecard
Comunique los objetivos del proceso,
medidas, y metas por absolutamente toda la
organizacin
Revise con el
siguiente nivel
Si
Pase la bola al siguiente nivel
No
Se pueden lograr las metas?
Se pueden lograr las metas o las nuevas metas acordadas?
Trate y resuelva las

barreras
No
Si
Revisin de compromisos con equipo de liderazgo

Implemente, mida resultados, y reporte
166
Example of Catchball Process
Balanced Scorecard Customer Objective:

Reduce order to delivery lead time
Catchball Objectives for Mobile Phone Manufacturing Plant:
Improve on-time delivery
Reduce order lead times
Purchasing Department Catchball Objective:
Reduce replenishment time for critical components
167
Ejemplo del Proceso Atrapa la Bola
Objetivo del Cliente con la Balanced Scorecard:

Reducir el tiempo entre colocacin de pedido y la entrega
Objetivos de Atrapa la Bola para Planta de fabricacin de telfonos celulares:
Mejorar entrega a tiempo
Reducir tiempo entre colocacin de pedido y la entrega
Objetivo de Atrapa la Bola para Departamento de Adquisiciones:
Reducir tiempo de reabastecimiento para componentes crticos
168
Linking a Balanced Scorecard R&D strategic objective to critical success factors

and metrics.
Strategic Objective and
Metrics
18.
18. BE
BE AGILE
AGILE AND
AND
EFFECTIVE
EFFECTIVE ON
ON THE
THE
DEVELOPMENT
DEVELOPMENT OF
OF
CUSTOMER-ORIENTED
CUSTOMER-ORIENTED
SOLUTIONS
SOLUTIONS
Business
Processes Metrics
# of Protected
Ideas
RDEI - R&D Effectiveness Index

Time-to-Market
HAVE
HAVE AA CONTINUOUS
CONTINUOUS
MONITORING PROCESS
RELATED TO OUR
HAVE
HAVE AN
AN IN-DEPTH
IN-DEPTH
UNDERSTANDING
UNDERSTANDING ABOUT
OUR
OUR MARKETS
MARKETS AND
AND THEIR
THEIR
TARGET-SEGMENTS
TARGET-SEGMENTS
BE
BE CONTINUOUSLY
CONTINUOUSLY
INNOVATIVE
INNOVATIVE ON
ON OUR
OUR
PRODUCT
PRODUCT LINES
LINES
Critical Success
Factors
PRODUCTS
PRODUCTS PERFORMANCE
PERFORMANCE
# of Co-created
Proposals
% PerformanceControlled Products
NEW PRODUCTS
PLAN AND STRATEGY
DEVELOPMENT
ESTABLISH PRIORITIES
AND PROTECT NEW
PRODUCT IDEAS
IDEA
TESTING
PROPOSALS
DEVELOPMENT
SCHEDULING,
BUDGETING AND
PRIORITIES
ESTABLISHING
SALES AND NEW

PRODUCTS
DEVELOPMENT
EVALUATION
169
Enlazando un objetivo estratgico de I/D R&D en la Balanced Scorecard con factores

crticos para el xito y sistemas de medicin.
Objetivo estratgico y
sistemas de medicin
Factores Crticos
para el xito
18.
18. SER
SER AGIL
AGIL YY EFECTIVO
EFECTIVO
EN
EN EL
EL DESARROLLO
DESARROLLO DE
DE
SOLUCIONES
SOLUCIONES
ORIENTADAS
ORIENTADAS AL
AL CLIENTE
CLIENTE
TENER
TENER UN PROCESO DE
MONITOREO
MONITOREO CONTINUO
RELACIONADO
RELACIONADO AL
AL
DESEMPEO
DESEMPEO DE
DE NUESTROS
NUESTROS
PRODUCTOS
PRODUCTOS
TENER
TENER PROFUNDA
PROFUNDA
COMPRENSIN
COMPRENSIN DE
NUESTROS
NUESTROS MERCADOS
MERCADOS YY SUS
SUS
SEGMENTOS
SEGMENTOS OBJETIVO
OBJETIVO
SER
SER CONTINUAMENTE
CONTINUAMENTE
INNOVADOR
INNOVADOR EN
EN NUESTRAS
NUESTRAS
LNEAS
LNEAS DE
DE PRODUCTOS
PRODUCTOS
ndice de efectividad RDEI - R&D

Tiempo para llegar al Mercado
PRODUCTS
PRODUCTS PERFORMANCE
PERFORMANCE
# de Ideas
protegidas
Mtrica de
Procesos de
Negocios
# de Propuestas
creadas en
conjunto
% Productos
controlados en su
desempeo
DESARROLLO DE
NUEVOS PRODUCTOS
PLAN Y ESTRATEGIA
ESTABL. PRIORIDADES Y
PROTEGER IDEAS
SOBRE NUEVOS
PRODUCTOS
IDEA
SOMETIDA A
PRUEBA
DESARROLLO
DE
PROPUESTAS
PROGRAMACIN,
ELAB. PRESUP. Y
FIJACIN DE
PRIORIDADES
EVALUACIN DE
VENTAS Y
DESARROLLO DE
NUEV. PRODUCT
170
Dashboards articulate the critical link between strategy management and operations
management.
Cause-and-Effect Model
of Each Key Process
Strategy Map
THEME linked to
PROCESS
PROCESS supports
THEME
Web-based Dashboard of
metrics used to manage a
Key Process
PROCESS linked to
METRICS
METRICS improve
PROCESS
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
171
Los tableros de mando articulan el enlace crtico entre gestin de estrategia y

gestin de operaciones.
Modelo de Causa-yEfecto de cada Proceso
Clave
Mapa estratgico
TEMA enlazado a
PROCESO
PROCESO apoya a
TEMA
Tablero de control basado

en Web de mtrica usada
para manejo de Proceso
Clave
PROCESO enlazado a
MTRICA
MTRICA mejora
PROCESO
Identificar procesos operativos claves para ejecutar la estrategia y gestionar esos procesos usando
modelos analticos en lugar de los instintos.
Los modelos analticos identifican impulsadores del proceso y exhiben estos impulsores en un
tablero de control accesible a gerentes que pueden generar gran impacto.
Los impulsores incluyen no solamente mtrica financiera (rezagada), sino operativa, medio
ambiental, demogrfica, y otros indicadores que orientan la situacin.
172
Stage 5 of the Management System: Monitor and Learn

2

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
173
Etapa 5 del Sistema de Gestin: Monitoree y Aprenda

2

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOREE Y APRENDA
Operating Plan
Revisiones
estratgicas
Revisiones
operativas
results
EXECUTION
Process
Initiative
174
Companies use operational dashboards and strategy scorecards to inform their

different management meetings.
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)
1. Operational Dashboards monitor core operational processes and are used primarily by front-line workers and
their supervisors who deal directly with customers or manage the creation or delivery of the organizations
products and services.
2. Tactical Dashboards track departmental processes and projects that are of interest to a segment of the
organization or a limited group of people. Managers and business analysts use tactical dashboards to compare
performance of their areas or projects, to budget plans, forecasts, or last periods results. Tactical dashboards
are usually updated daily or weekly with both detailed and summary data. They tend to support analysis more
than monitoring or management.
Source: Wayne Eckerson, Performance Dashboards, Wiley, 2006, p17.

175
Las compaas usan tableros de control operativos y scorecards estratgicos para

informar durante sus diferentes reuniones gerenciales.
Reuniones de revisin operativa: Rol para los Tableros de control KPI
Frecuente (diariamente, dos veces a la semana, semanalmente)
Personal departamental y funcional
Identifique y resuelva problemas operativos (entregas tardas, parada de equipo, problemas con
proveedor)
Promueva el mejoramiento contnuo (mejor, ms rpido, ms barato)
1. Tableros de control operativos monitorean procesos operativos claves y son usados principalmente por
trabajadores de primera lnea y sus supervisores quienes tratan directamente con clientes o gerencian la
creacin o entrega de los productos y servicios de la organizacin.
2. Tableros de control tcticos hacen seguimiento a procesos y proyectos departamentales que son de inters
para un segmento de la organizacin o un grupo limitado de personas. Los gerentes y analistas de negocios
usan los tableros tcticos para comparar desempeo en diferentes reas o proyectos, para determinar
presupuestos de planes, hacer previsiones, o revisar resultados del perodo anterior. Los tableros de control
tctico se actualizan usualmente a diario o semanalmente tanto con datos detallados como resumidos. Ellos
tienden a dar soporte al anlisis ms que al monitoreo o gestin
Fuente: Wayne Eckerson, Performance Dashboards, Wiley, 2006, p17.
176
Monthly strategy review meetings are informed by strategy maps and scorecards
Strategy Review Meetings: Role for Balanced Scorecard
Monthly
Management team; cross functional, multiple business units
Discuss and solve problems with strategy implementation
Manage product and customer profitability
177
Las reuniones de revisin de estrategia son informadas por mapas estratgicos y

scorecards.
Reuniones de revisin de estrategia: Rol de la Balanced Scorecard
Mensualmente.
Equipo gerencial; funcional transversalmente, unidades de negocios mltiples.
Dialogar y resolver problemas con implementacin de estrategia.
Gestionar rentabilidad del producto y del cliente.
178
HSBC Rail Strategic Destination by 2010: Transition from being capital intensive to making a more
efficient use of capital (color evaluations for illustrative purposes only).
Strategy Map 2006 2010
Capital
Efficiency
Dave
F1. Deliver x% pa growth in

ROC over next 5 years
F2. Target & support

advisory based and on
balance sheet business.
Amber
Robert
Amber
Amber
C2. Provide me with an

enduring proactive &
professional relationship
F6. Improve the capital

efficiency of the
business
Amber
Amber
Operator
C4. Provide me with

the assets & service
portfolio to support
my business
C3. Provide me with a

value for money total
cost of ownership
Amber
Green
Capital Efficiency
F5. Continuously
improve productivity
Operator & Government
C1. Provide me with value

for money off balance
sheet finance and long
term asset management
services
Amber
F4. Maximise long term

value of assets
F3. Increasing net income

from existing assets and
related services
Government
Customer
Relationship
Management
Operational Excellence
Customer Relationship Management
Amber
IP1. Develop a responsive organisation that is light on its feet
Amber
Operational
Excellence
William
Red
Green
IP2. Build strong

relationships & develop value
adding solutions
Amber
IP3. Improve market

intelligence that positions
us to be the supplier of
choice
Amber
Learning &
Growth
IP6. Deliver highly effective,

customer focused supplier
value-added relationships
IP7. Focus on business process
excellence to deliver
improvement in productivity
IP5. Restructure capital

base
Amber
Amber
IP8. Continue to selectively

invest in our assets
IP4. Share and implement best practices
Amber
Nick
Red
LG1. Develop & retain the right

people in our structure that meets
the strategic needs
LG2. Build teamwork at all levels

to implement our business
strategy
Amber
Green
LG3. Live the vision and

values
Green
LG4. Build strategic awareness &

engagement
179
Destino estratgico de HSBC Rail para el 2010: Transicin desde una que demanda mucho capital a
una que hace un uso mucho ms eficiente del capital (evaluaciones en color para propsitos
ilustrativos nicamente).
Mapa estratgico
Mapa 2006 - 2010
F1. Deliver x% pa growth in

ROC over next 5 years
Dave
F2. Target & support

advisory based and on
balance sheet business.
Ambar
Ambar
Ambar
Robert
Ambar
Operator
Ambar
Verde
C4. Proveerme con

una cartera de
activos y servicio
para apoyar mi
negocio
C3. Proveerme con

costo total de
propiedad con un
valor por el dinero
C2. Proveerme con una

relacin duradera
proactiva y profesional
F6. Mejorar la eficiencia

de capital del negocio
Ambar
Ambar
Operator & Government
C1. Provide me with value

for money off balance
sheet finance and long
term asset management
services
Eficiencia del Capital
F5. Mejorar
continuamente
productividad
F4. Maximizar valor de

activos a largo plazo
F3. Aumentar ingreso neto a

partir de activos y servicios
relacionados existentes
Government
Gestin de
Relaciones
con el cliente
Excelencia operativa
Gestin de relaciones con cliente
Eficiencia
de Capital
Ambar
IP1. Desarrollar una organizacin que responda, que tenga

pies livianos
Ambar
Excelencia
Operativa
William
Rojo
Verde
IP2. Construir relaciones

slidas y desarrollar
soluciones que aadan valor
Ambar
IP3. Mejorar inteligencia de

mercado que nos posicione
para ser el proveedor
elegido
Ambar
Ambar
Aprendizaje y
Crecimiento
IP6. Entregar relaciones

altamente efectivas, con
proveedor de valor agregado
enfocado en el cliente
IP7. Enfocarse excelencia en
procesos de negocios para
entregar mejoramiento en
productividad
IP8. Continuar invirtiendo
selectivamente en nuestros
activos
IP5. Reestructurar base de

capital
Ambar
IP4. Compartir e implementar mejores prcticas
Ambar
Apodo
Rojo
LG1. Desarrollar y retener el

personal correcto en nuestra
estructura que satisfaga las
necesidades estratgicas
LG2. Construir trabajo en equipo

en todos los niveles para
implementar nuestra estrategia
Ambar
de negocios
LG3. Vivir la visin y valores
Verde
Verde
LG4. Construr conciencia

estratgica y compromiso
180
Agenda for HSBC Rail Strategy Review Meeting

Time Item
Detail
Duration Responsibility
10.10 Action Log
Review Status
5 mins
Paul
10:15 Overview
Review Strategy Map
10 mins
Peter
60 mins
Dave
Highlight Key Issues

Review Initiatives
Review Measures
10.25 Theme Assessment
Capital Efficiency
11.25 Break
10 mins
11.30 Theme Summary
Learning and Growth
5 mins
Nick
11.35 Theme Summary
Customer Relationship Management
5 mins
Robert
11.40 Theme Summary
Operational Excellence
5 mins
William
11.45 Hot Topic
Resourcing Challenge
30 mins
Peter
12.15 Meeting Review
Communication Summary
10 mins
Peter
12.25 Meeting Review
Feedback
5 mins
Peter
12.30 Action Log
Review of new items
5 mins
Paul
12.35 AOB and Meeting Close

Next Meeting
Theme Assessment : CRM

181
Reunin de revisin de la Agenda estratgica para HSBC Rail

Hora tem
Detalle
Duration Responsibility
10.10 Registro de accin
Revisar estatus
5 mins
Paul
10:15 Revisin
Revisar mapa estratgico
10 mins
Peter
10.25 Evaluacin del tema Eficiencia del Capital

11.25 Receso
60 mins
Dave
11.30 Resumen del tema
Aprendizaje y crecimiento
5 mins
Nick
Gestin de relaciones con el cliente
5 mins
Robert
Excelencia operativa
5 mins
William
11.45 Tema candente
Desafo obtencin de recursos
30 mins
Peter
12.15 Revisin de reunin Resumen de comunicacin
10 mins
Peter
12.25 Revisin de reunin Retroalimentacin
5 mins
Peter
12.30 Registro de accin Revisin de tems nuevos
5 mins
Paul
Resaltar asuntos claves

Revisar iniciativas
Revisar medidas
10 mins
12.35 AOB y cierre de reunin

Siguiente reunin
Evaluacin de tema: CRM

182
Stage 6 of The Management System: Test and Adapt

2

Measures / Targets
Funding / Stratex
TEST & ADAPT

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Sales Forecast
Dashboards
Budgets
Emerging Strategies
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
183
Etapa 6 del Sitema de Gestin: Probar y Adecuar

2

Measures / Targets
Funding / Stratex
PROBAR Y ADECUAR

Business Units
Support Units
Employees
Strategic Plan
Strategy Map
Balanced Scorecard
Stratex
results
PLAN OPERATIONS

Sales planning
Budgeting

Strategic Analysis
Sales Forecast
Dashboards
Budgets
Anlisis rentabilidad
Correlaciones estratg.
Estrategias emergentes
MONITOR & LEARN
Operating Plan
Strategy Reviews
Operating Reviews
results
EXECUTION
Process
Initiative
184
Stage 6: Strategy Testing and Adapting Meetings
Analyze External, Competitive Information and Internal Information (Balanced

Scorecard, ABC)
Annually (perhaps quarterly for fast-moving industries)
Senior management team; functional and planning specialists
Test and adapt strategy based on causal analytics and product-line and
channel profitability
Establish strategic and operational plans, authorize resource spending,
targets, and initiatives
185
Etapa 6: reuniones para Probar y Adecuar la Estrategia
Analizar informacin externa, competitiva e informacin interna (Balanced Scorecard,

ABC)
Anualmente (quiz trimestralmente para industrias muy activas).
Equipo gerencial alto nivel; especialistas funcionales y en planificacin.
Probar y adecuar la estrategia basndose en analtica causal-causal analytics
y lnea de productos y rentabilidad por canal.
Establecer planes estratgicos y operativos, autorizar gasto de recursos,
metas, e iniciativas.
186
Strategic Feedback and Learning at Store24
Q1 FY
1998
Q3 FY
1999
Monitors
customer
feedback about
strategy
Monitors samestore sales

growth
Surveys
suggest
strategy not
resonating
with
customers
Q4 FY
1999
Focus groups
confirm strategy
not resonating
with customers
Q1 FY
2000
Store24
switches to
Efficiency
strategy
187
Retroalimentacin y aprendizaje estratgico en Store24
Q1 FY
1998
Q3 FY
1999
Monitorea
retroalimentacin
de cliente acerca
de la estrategia
Monitorea
crecimiento en
ventas del mismo
almacen
Encuestas
sugieren que
estrategia no
no tiene
resonancia
con los
clientes
Q4 FY
1999
Grupos focales
confirman que
estrategia no
tiene resonancia
con los clientes
Q1 FY
2000
Store24 da
un giro hacia
estrategia de
Eficiencia
188
Testing the Strategy
Operating Profit VS. Ban Boredom Execution

Average Effect
90,000.00
Operating Profit
80,000.00
70,000.00
60,000.00
50,000.00
40,000.00
30,000.00
30
40
50
60
70
80
90
100 110 120 130
B an B oredom Execution
189
Probando la Estrategia
Operating Profit VS. Ban Boredom Execution

Average Effect
90,000.00
Operating Profit
80,000.00
70,000.00
60,000.00
50,000.00
40,000.00
30,000.00
30
40
50
60
70
80
90
100 110 120 130
B an B oredom Execution
190
Was Store24s innovative strategy a bad strategy or a badly executed strategy?
Operating Profit VS. Ban Boredom Execution for

Different Levels of Crew Skills
90,000.00
Operating Profit
80,000.00
70,000.00
HIGH
MEAN
LOW
60,000.00
50,000.00
40,000.00
30,000.00
30
40
50
60
70
80
90 100 110 120 130
Ban Boredom Execution
191
Era la estrategia innovadora de Store24 una mala estrategia o era una estrategia
muy mal ejecutada?
Operating Profit VS. Ban Boredom Execution for
Different Levels of Crew Skills
90,000.00
Operating Profit
80,000.00
70,000.00
HIGH
MEAN
LOW
60,000.00
50,000.00
40,000.00
30,000.00
30
40
50
60
70
80
90 100 110 120 130
Ban Boredom Execution
192
Lessons learned about success of innovation strategies.
Companies need activity-based costing to tell whether:

Value created from innovation > Costs required to accomplish the innovation?
Where is the innovation strategy leading to higher profits and where are profits declining?
Then take targeted actions to transform unprofitable products and customers into profitable ones
Companies should retain all their BSC data so that they can statistically test the causal linkages in their
strategies:
Are the expected correlations occurring between drivers and outcomes?
Is the strategy flawed or is the implementation of the strategy faulty?
193
Lecciones aprendidas acerca del xito de las estrategias de innovacin.
Las empresas necesitan fijacin de costos basada en actividades para saber si:
Valor creado por innovacin > Costos requeridos para lograr la innovacin?
Dnde est la estrategia de innovacin llevando a mayores utilidades y dnde estn declinando las utilidades?
Luego realice acciones con propsito para transformar productos y clientes no rentables en unos rentables.
Las empresas deberan retener todos los datos de su BSC de modo que puedan estadsticamente probar los
enlaces causales en sus estrategias:
Estn ocurriendo las correlaciones esperadas entre impulsores y resultados?
Est la estrategia llena de fallas o la falla est en la implementacin de la estrategia?
194
Summary of Three Types of Management Review Meetings

MEETING TYPE
Strategy testing and
adapting
Operational review
Strategy review
Information
requirements
Dashboards for key performance

indicators; weekly and monthly
financial summaries
Strategy map and Balanced

Scorecard reports
Strategy map, Balanced Scorecard,

ABC profitability reports, analytic
studies of strategic hypotheses,
external and competitive analyses,
emergent strategies
Frequency
Daily, twice weekly, weekly, or

monthly, depending on business
cycle
Monthly
Annually (perhaps quarterly for fastmoving industries)
Attendees
Departmental and functional

personnel; senior management for
financial reviews
Senior management team,

strategic theme owners, strategy
management officer
Senior management team, strategic

theme owners, functional and
planning specialists, business unit
heads
Focus
Identify and solve operational

problems
Issues in strategy implementation,

progress of strategic initiatives
Test and adapt strategy based on

causal analytics
Goal
Respond to short-term problems

and promote continuous
improvements
Fine-tune strategy; make

midcourse adaptations
Improve or transform strategy
195
Resumen de los tres tipos de reunin para revisin gerencial.

TIPO DE REUNIN
Prueba y adecuacin de
estrategia
Revisin operativa
Revisin estratgica
Requerimientos
de Informacin
Tableros de control para

indicadores de desempeo claves;
resmenes financieros semanales
y mensuales
Informes de mapa estratgico y de

la Balanced Scorecard
Mapa estratgico, Balanced

Scorecard, informes rentabilidad
ABC, estudios analticos de hiptesis
estratgicas, anlisis externo y
competitivo, estrategias emergentes
Frecuencia
Diaria, dos veces a la semana,

semanal, o mensualmente,
dependiendo de ciclo de negocios
Mensual
Anualmente (quiz trimestralmente

para industrias muy activas)
Asistentes
Personal departamental y
funcional; alta gerencia para
revisiones financieras
Equipo gerencial de alto nivel,

dueos del tema estratgico,
autoridad de gestin de estrategia
Equipo gerencial de alto nivel,

dueos del tema estratgico, especialistas funcionales y en planeacin,
cabezas de unidad de negocios
Enfoque
Identificar y resolver problemas

operativos
Asuntos en implementacin de
estrategia, progreso de iniciativas
estratgicas
Probar y adecuar las estrategia

basndose en la analtica causalcausal analytics
Meta
Responder a los problemas de

corto plazo y promover el
mejoramiento continuo
Afinar estrategia; hacer

adaptaciones a medio camino
Improve or transform strategy
196
A Strategy Management Officer Coordinates the Six Stage Management System that
Links Strategy and Operations
2
TRANSLATE THE
STRATEGY
DEVELOP THE
STRATEGY
Mission, Values,
Vision
Strategic Analysis
Strategy Map /
Themes
Measures / Targets
Funding / Stratex
Plan the Strategy:
TEST & ADAPT

ALIGN THE
ORGANIZATION
Strategic Plan
Business Units
Support Units
Employees
Strategy Map
Balanced Scorecard
Stratex
(Stages 1-3)
Strategy
Correlations
Emerging
Strategies
results
Develop, Translate and

Align
5
MONITOR & LEARN
PLAN OPERATIONS
Key process
improvement
Sales planning
Budgeting
Operating Plan
Sales Forecast
Resource
Requirements
Dashboards
Budgets
results
Strategy Reviews
Operating Reviews
SMO
Execute the Strategy:

Link to Operations,
Monitor, Learn and Test
EXECUTION
Process
(Stages 4-6)
Initiative
197
Una autoridad de gestin estratgica coordina el Sistema de gestin de las Seis

etapas que enlaza estrategia y operaciones.
2
TRANSLATE THE
STRATEGY
DEVELOP THE
STRATEGY
Mission, Values,
Vision
Strategic Analysis
Strategy Map /
Themes
Measures / Targets
Funding / Stratex
Planea la Estrategia:
TEST & ADAPT

ALIGN THE
ORGANIZATION
Strategic Plan
Business Units
Support Units
Employees
Strategy Map
Balanced Scorecard
Stratex
(Etapas 1-3)
Strategy
Correlations
Emerging
Strategies
results
Desarrolla, Traduce y
Alinea
5
MONITOR & LEARN
PLAN OPERATIONS
Key process
improvement
Sales planning
Budgeting
Operating Plan
Sales Forecast
Resource
Requirements
Dashboards
Budgets
results
EXECUTION
Process
Strategy Reviews
Operating Reviews
SMO
Ejecuta la Estrategia:
Enlaza a operaciones,
Monitorea, Aprende y
somete a prueba
(Etapas 4-6)
Initiative
198
Why do companies need an office of strategy management (OSM)?

The typical management system is made up of many stand-alone subsystems that are not
integrated or aligned with one another.
Resource-Based Strategy
Strategy Map
Blue Ocean Strategy
Balanced Scorecard
PESTEL/SWOT analysis
Initiative
Screening and
Funding
2
Corporate-level
strategy
Emergent Strategy

Measures / Targets
Funding / Stratex
Five Forces Industry

Analysis
Strategic Positioning

Strategic Analysis
TEST & ADAPT

Strategic Plan
Business Units
Support Units
Employees
Strategy Map
Balanced Scorecard
Stratex
Service level
agreements
Emerging Strategies
results
PLAN OPERATIONS
5
MONITOR & LEARN
Operating Plan

Sales planning
Budgeting
Sales Forecast
Dashboards
Budgets
Strategy Reviews
Operating Reviews
Customer and
Product
Profitability
Analytics
results
Lean Management
EXECUTION
Process
Reengineering
Initiative
Meeting
Management
Six Sigma
Dashboards
Beyond Budgeting
Activity-Based
Costing
Standard Process
The Budget
199
Por qu necesitan las compaas una oficina de gestin estratgica (OGE)?

El sistema de gestin tpico est conformado de mltiples subsistemas aislados que no estn
integrados o alineados entre s.
Mapa estratgico
Estrategia basada en
recursos
Balanced Scorecard
Estrategia de Blue Ocean

Estrategia emergente
Tamizaje y
fondeo de
Iniciativas
2
Estrategia a nivel
corporativo

Measures / Targets
Funding / Stratex
Anlisis PESTEL/FODA
Anlisis de Cinco Fuerzas
de la Industria
Posicionamiento
estratgico

Strategic Analysis
TEST & ADAPT

Strategic Plan
Business Units
Support Units
Employees
Strategy Map
Balanced Scorecard
Stratex
Acuerdos de nivel
de servicio
Emerging Strategies
results
PLAN OPERATIONS
5
MONITOR & LEARN
Operating Plan

Sales planning
Budgeting
Sales Forecast
Dashboards
Budgets
Strategy Reviews
Operating Reviews
Rentabilidad de
cliente y
producto
AnalticaAnalytics
results
Gestin liviana
EXECUTION
Process
Reingeniera
Initiative
Reunin
Gerencia
Seis Sigma
Tableros de control
Ms all de elaborar
presupuestos
Fijacin de
costos basado en
actividad
Proceso estndar
El presupuesto
200
The Office of Strategy Management is the process owner for several strategy
execution processes.
THE
PROCESS
OWNER
Define, develop and oversee execution of close-loop

processes required to manage the strategy.
Develop the Strategy: Help the CEO and Executive Team to formulate and adopt the
strategy.
Translate the Strategy: Design the Strategy Map and Balanced Scorecard.
Manage the reporting system.
Align the Organization: Ensure that all business and support units are aligned with the
strategy.
Plan & Fund the Initiatives: Link financial, HR, IT, and marketing plans to the strategy.
Review the Strategy: Shape the agenda for strategy review and learning meetings.
201
La oficina de gestin estratgica es duea del proceso para varios procesos de

ejecucin de la estrategia.
EL DUEO
DEL
PROCESO
Define, desarrolla y supervigila la ejecucin de

procesos de lazo cerrado requeridos para gestionar
la estrategia.
Desarrolle la Estrategia: Ayude al CEO y al equipo ejecutivo a formular y adoptar la
estrategia.
Traduzca la estrategia: Disee el Mapa estratgico y la Balanced Scorecard.
Gestione el sistema de elaboracin de informes.
Alinie la organizacin: Asegrese que todas las unidades de negocios y soporte estn
alineadas con la estrategia.
Planee y suministre Fondos a las iniciativas: Enlace los `lanes financiero, RRHH, TI, y
de marketing a la estrategia.
Revise la estrategia: D forma a la agenda para una revisin de la estrategia y reuniones
de aprendizaje.
202
The Office of Strategy Management coordinates with other functions to ensure their
processes are aligned to the strategy
THE
INTEGRATOR
Insure that operational processes owned and run by

other functional executives are linked to the strategy.
Human Capital: Ensure that all employees goals, incentives and development plans link to
the strategy.
Financial Resources: Insure that the expected impact of strategic investments are
reflected in operating plans.
Resource
Management
IT Resources: Insure that IT plans for applications and infrastructure are aligned with the
strategy.
Key Business Processes: Insure that the design of key business processes reflects the
strategic priorities and intent.
Quality Programs: Insure that quality management / six sigma programs focus on strategic
objectives.
Strategy Communications: Communicate and educate employees about the strategy.
Process
Management
Initiative Management: Identify and oversee the management of strategic initiatives.
Best Practice Sharing: Facilitate a process to identify and share best practices.
203
La oficina de gestin de estrategia coordina con otras funciones para asegurar que
sus procesos estn alineados a la estrategia.
EL
INTEGRADOR
Asegurar que los procesos operativos de propiedad

y manejados por otros ejecutivos funcionales estn
enlazados a la estrategia.
Cpital Humano: Asegurar que todas las metas de los empleados, incentivos y planes de
desarrollo estn enlazados a la estrategia
Recursos Financieros: Asegurar que todo el impacto esperado de las inversiones
estratgicas estn reflejadas en los planes operativos.
Gestin de
Recursos
Recursos de TI: Asegurar que los planes de TI para las aplicaciones e infraestructura
estn alineados con la estrategia.
Procesos claves de negocios: Asegurar que el diseo de los procesos claves de
negocios reflejen las prioridades estratgicas y la intencin.
Programs de Calidad: Asegurar que la gestin de calidad /programas six sigma se
enfoquen en los objetivos estratgicos.
Comunicacin de la Etrategia: Comunicar y educar a los empleados acerca de la
estrategia
Gestin de
Procesos
Initiative Management: Identificar y vigilar la gestin de las iniciativas estratgicas.
Best Practice Sharing: Facilitar un proceso para identificar y compartir las mejores
prcticas.
204
Why do organizations fail to get results from their Balanced Scorecard programs?
#1.
No Executive Leadership and Ownership

(done by middle management team only;
long development process)
Hall of Fame:
Using It
#2.
(no strategy map - just KPIs in 4

perspectives; mostly financial measures;
done as a systems or a compensation
project)
RIGHT
NOT
Using
BSC
Using It
WRONG
Scorecard Not Linked to Strategy
#3.
Scorecard Not Communicated to

Employees
#4.
Scorecard Not Linked to Management

Processes
SFO Principles: Mobilize, Translate,

Align, Motivate, Govern
The 6-stage Closed-Loop

Management System
Office of Strategy Management

205
Por qu fracasan las organizaciones en obtener resultados de sus programas con

la Balanced Scorecard?
#1.
No hay liderazgo ni propiedad por parte

de los lderes y ejecutivos de alto nivel.
(hecho por equipo de mandos medios
nicamente; largo proceso de desarrollo).
Corredor de la
Fama: Usandola
#2.
(no hay mapa estratgico - slo KPIs en

4 perspectivas; mayoritariamente
medidas financieras; hecho como un
proyecto de sistemas o compensacin).
CORRECTAMENTE
SIN
Usar
BSC
Usndola
ERRNEA
MENTE
Scorecard no enlazada a estrategia
#3.
Scorecard no ha sido comunicada a los

empleados.
#4.
Scorecard no est enlazada a los

procesos gerenciales.
Principios SFO: Mobilizar, Traducir,

Alinear, Motivar, Gobernar.
El sistema de gestin de lazo

cerrado en 6 etapas.
Oficina de gestin estratgica.

206
Executing Strategy
QUESTIONS?
207
Ejecucin de la Estrategia
PREGUNTAS?
208

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The New Strategy Execution System

Using Strategy Maps and Balanced

El nuevo sistema de ejecucin de la

Why do Companies Need a Balanced Scorecard?

Por qu necesitan las Empresas una Balanced Scorecard?

Most organizations have problem executing their strategy.

Less than 10% of strategies

Only 15% of the 794

- Tony Hayward, CEO, BP

- Jamie Dimon, CEO, J.P. Morgan Chase

La mayora de organizaciones tiene problemas al ejecutar sus estrategias.

Menos del 10% de

Slo 15% de los 794

Nuestro problema no tiene que ver con la estrategia en s, ms

- Tony Hayward, CEO, BP

- Jamie Dimon, CEO, J.P. Morgan Chase

2008 Robert S. Kaplan and The Palladium Group, Inc.

A Conference Boards 2007 survey identifies

Cite challenge as being

Sustained and steady top-line growth

Consistent execution of strategy by top management

Finding qualified managerial talent

Customer loyalty / retention

Speed, flexibility, adaptability to change

Stimulating innovation / creativity/

Un estudio de la Conference Board del 2007 identifica la ejecucin de estrategia

Cite desafo de mayor

Crecimiento sostenido y firme top-line

Ejecucin consistente de estrategia por la alta gerencia

Crecimiento de ganacia neta

Encontrar talento gerencial calificado

Lealtad de cliente / retencin

Velocidad, flexibilidad, adaptabilidad al cambio

Estimular la innovacin / creatividad/

Velocidad en llegar al mercado

Our Research Identified Four Barriers to Strategy Implementation

The Vision Barrier

The Management Barrier

85% of executive teams spend less

60% of organizations dont link

Nuestra investigacin identific Cuatro Barreras a la Implementacin de

85% de equipos ejecutivos dedican

60% de las organizaciones no

The Balanced Scorecard: The Central Component in a New Strategy Execution

Non Profit and Public Sector Organizations

Private Sector Organizations

Mission (Customer) Perspective

To have a social impact and to

Learning & Growth

How do we align our intangible

How do we align our

Learning & Growth

La Balanced Scorecard: Componente central en un nuevo sistema de gestin de la

Organizaciones sin fines de lucro y Sector Pblico

Organizaciones del Sector Privado

Misin Perspectiva (Cliente)

Organizations with a formal strategy execution process in place are dramatically

.We have breakthrough results

performing at the same level as our peer group.

Do you have a formal strategy

2008 Robert S. Kaplan and The Palladium

Las Organizaciones con un proceso formal de ejecucin de estrategia instaurado

.tenemos resultados de avanzada