Human Capital Development Forum In ICT – The Role of HR in Corporate Strategy Formulation & Implementation Presentation by Quinto Ojok MBA,FCCA,CPA,CBSCP.
Post on 15-Jan-2016
219 Views
Preview:
Transcript
Human Capital Development Forum In ICT – The Role of HR in Corporate Strategy
Formulation & Implementation
Presentation by Quinto Ojok MBA,FCCA,CPA,CBSCP
Director Finance & IT Services - Uganda Communications Commission (UCC)
quinto@ucc.co.ug
+256772431290
Strategy
Programme overview• Introduction• Workshop objectives• Introduction to strategic planning &
management• Overview of BSC • Strategic Plan Formulation using BSC
Strategy
Introduction
• Strategic planning experience• Balanced scorecard experience
Strategy
Workshop Objectives
• As HR professional :• Understand the concept of BSC and acquire skills in
formulating a Strategic Plan using balanced score card• Understand how BSC can be used to improve
organisational / employee performance• Understand how to develop meaningful performance
measure• Revalidate Strategic Plan for your organisation using
BSC
Strategy
Corporate Strategic Planning & Management
1. Traditional Methodology - Situational Analysis - SWOT/PEST- Core values- Vision- Mission- SMART objectives- Strategies,- Programmes/ Activities - Monitoring & Evaluation
Strategy
Corporate Strategic Planning & Management
2. Balanced Scorecard Methodology
- Links vision, strategy to actions/programs Stakeholders Analysis- Customer Needs & Value
Propositions-Attributes, Relationship, Image Situational Analysis - Assessment of organisational
internal & external enablers & pains/SWOT & PESTLE Formulation or revalidation of high level strategic
foundations – Mission, Vision (measurable), Core Values Development of Strategic Themes and Results Naming of Perspectives Development of Strategic Objectives Organisation Strategy Mapping
Strategy
Con’t
• Determine measures & targets that drive performance
• Strategic initiatives –Projects/activities• Strategic Budgeting• Metrics automation –Business Intelligence
(Scorecard)• Cascading of objectives at departmental &
individual levels• Monitoring & Evaluation
Strategy
Balanced Scorecard?
• What is BSC?• An integrated strategic planning and
performance management systems that : Communicates with clarity the organisation’s Mission, Vision and
Strategy to the employees & other stakeholders Aligns day to day work with vision and strategy Provides framework for prioritising programmes, projects and
resources Uses strategic performance measures and targets to measure
progress
•
Strategy
Why BSC?
Strategy
• Leaders and managers need a tool to systematically drive:
Collective and individual accountability Performance reporting compliance Buy-in- through Participation
History of BSC
Strategy
1990- Dr. David Norton carried out a study on balanced organisation measures (financial and Non-Financial)1996- BSC translating strategy into action65% of fortune 1000 companies use BSC
Financial measuresNet profit – bottom lineMarket shareSales growthActual Vs BudgetCost effectiveness
Non-Financial measures• Stakeholder Satisfaction• Operational efficiency & effectives • Employee competence• Organisation capacity
Performance Perspectives BSC Methodology
Four dimensions called perspectives- view points
• Financial perspective- how do shareholders/stakeholders look at us
• Customers/ stakeholders perspective – how do customers look at us
• Internal business process perspective- What must we excel at ?
• Organisational capacity perspective- How have we developed our human, information & organisational capital
Strategy
Linking Actions to Mission ,Vision & Strategy (A2V) or Translating V&S2A
Strategy
BSC cont’When implemented properly, each one of these
perspectives contains four subparts consisting of: Strategic objectives Measures TargetsStrategic initiatives
Strategy
Bsc Cont’
Strategy
– Objectives – what you plan to achieve in that perspective
– Measures - how progress for that particular objective will be measured
– Targets - refer to the target value that the organization seeks to obtain for each measure
– Initiatives - what will be done to facilitate the reaching of the target
BSC Cont’
• The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between: – Short-term and long term objectives– Financial and non-financial measures– Lagging and leading indicators– Internal and external performance
perspectives
Strategy
Business case for BSC
Strategy
9 Steps in Strategic Planning Formulation & Implementation
Strategy
STEP 1
Assessment
-Stakeholders analysis
- SWOT/PESTLE analysis
- Revalidate mission, vision ,core values
STEP 2
Strategy Formulation
- High Level Business strategies from STEP 1
strategic elements
STEP 3
Strategic objectives developed from STEP 2
strategies
STEP 4
Strategy Mapping
- Create strategy maps for each strategy
STEP 5
Measures & Targets
- Develop outcome & output performance of
strategic objectives
-
STEP 6
Strategic Initiatives
-Identify critical projects to improve performance
- Develop initiative performance measures
- Strategic Budgeting
STEP7
Performance Analysis
- collect, report & present visual performance
information
STEP 8
Cascading strategy to departmental &
individual
STEP 9
Evaluation
-Make correction on strategy based on actual
performance
Step One: Assessment
1.1 Stakeholders Analysis
Strategy
Customer Value Proposition
Strategy
Customer Value proposition
Strategy
Examples of Customer Value Preposition
Strategy
Strategy
•Artists •Education Institutions •Cultural Institutions•Public/Citizens
•Artists •Education Institutions •Cultural Institutions•Public/Citizens
•Standards•Entertainment•Education•Artist development•Information•Recording equipment & facilities•Archiving/storage facilities•Skills development•Capacity building•Local artefacts•Performance Management•Partnerships•Policy advice•Quality services•Taxes•Job satisfaction
•Standards•Entertainment•Education•Artist development•Information•Recording equipment & facilities•Archiving/storage facilities•Skills development•Capacity building•Local artefacts•Performance Management•Partnerships•Policy advice•Quality services•Taxes•Job satisfaction
Service Attributes•Value for Money•Reliable•Efficient on time deliveryRelationship•Customer centric•Professional•Empathetic•Friendly•ConsultativeImage•Reliable•Knowledgeable•Customer centric•Hi-tech•Trustworthy
Service Attributes•Value for Money•Reliable•Efficient on time deliveryRelationship•Customer centric•Professional•Empathetic•Friendly•ConsultativeImage•Reliable•Knowledgeable•Customer centric•Hi-tech•Trustworthy
•Employees•Board of Trustees•Tax Authority•Business Partners•Civil Society•Parliament •NGO’S•Media Houses•Government Depts./Agencies •Foreign Missions•Tourists
•Employees•Board of Trustees•Tax Authority•Business Partners•Civil Society•Parliament •NGO’S•Media Houses•Government Depts./Agencies •Foreign Missions•Tourists
Primary Customers Stakeholders Needs Value Preposition
Other Stakeholders
Assessment cont’
1.2 Situational Analysis- What are the facts
• Competition & Market analysis• Survey and assessment results• PESTLE Analysis• SWOT Analysis• Strategic Pains/Challenges & Enablers
Strategy
Strategy
SITUATIONAL ANALYSIS ENABLERS CHALLENGES/
PAINS
Strategic Issues Implication Strengths Weakness
Intern
al
Land in Prime Location Ease of access and room for expansion X
Skilled Human Resources Competence to implement the strategy X
Management &Trustee Goodwill Leadership engagement X
Unique Theatre Equipment & Facilities Competitive edge over others X
Insufficient Funds for strategic Initiatives Unfunded initiatives X
Poor Customer Care Negative Image X
Less Usage of Information Technology Inefficient operation & Negative Image X
Inadequate Partner Collaboration Lack of Funding Diversification X
Opportunities Threats
Extern
al
Political Goodwill Priority Policy implementation X
Committed Artists Less coordination efforts X
Existence of Laws and Sector Policies Proper mandate and guidance provided X
Vibrant Economy More disposable income X
Lack of Regulations Less enforcement X
Changing Cultural Trends Positive & Negative changes X X
Social Media Usage Positive & Negative trends X X
Competing Cultural Institutions Positive & Negative trends X X
Revalidate Strategic Elements• Mission
– Who we are ,our reason of existence.
- Our Mission is to provide………………• Vision- Describes where our organisation should be in 3-10 yrs, it is the
picture of the future or memory of the future- Measurable and time bound- Our Vision is to become ( achieve) …. In 2020• Strategic Destination Statement
- In 2020, we are the leading ICT training provider in Africa • Core values- What we stand for, our belief in the context of our
mission (defines our code of conduct)
Strategy
Mission StatementHow to develop a shared understanding of a Mission Statement
Discussion questions Answers
What service or product do we provide?
Who do we serve?
In what manner do we provide it
What higher level benefits are gained?
Example :“To provide quality training, consultancy and advisory services to the ICT Sector in Africa through development of appropriate programmes, strategic alliances and partnership”
Strategy
Vision StatementHow to develop a shared understanding of a Vision
Discussion questions Answers
What is our picture of the future in five years from now?
How will we know that we have achieved that? Will it be measurable?
How will the change impact on our stakeholders?
At what point in time will we achieve that?
“To be a leading and self-sustaining Centre of Excellence for ICT capacity building in Africa by 2018”.
Strategy
Step Two: Strategy FormulationWhat is Strategy
• A plan of action, an approach, a game plan for achieving a result or goal
• It is an hypothesis of the best way forward for an organisation to:
• - beat competition ( Private sector)• - Improve mission effectives (Public sector)• - Achieve its vision• - Satisfy customers, stakeholders including employees• - It is about making choices that have organisation wide
impact
Strategy
Strategy Formulation
Strategy
Strategy Perspectives
Strategy
Strategy
Strategy
Strategy
ABC Company
Theme Strategic Result:Cost effective services are delivered timely every time
OPERATIO
NAL EXCELLEN
CE
STRATEGIC PARTNERSHIPS
CUSTO
MER IN
TIMACY
Financial Performance
Customer
Processes
Organizational Capacity
Perspectives
Mission To preserve, develop, and promote Uganda’s culture globally through setting standards, building capacity and implementing national policies. Vision
A centre of excellence in nurturing culture as a primary driver of national development in Uganda by 2018
Core ValuesIntegrity, Team work , Professional & Accountability
UNCC Pillars of Excellence
Theme Strategic Result:Value added, win-win partnershipis enhanced
Theme Strategic Result:Knowledgeable, collaborative andConsultative relationship that exceedscustomer and stakeholders expectations
Strategic Themes Xticscharacteristics of a good strategic theme and
result• Breakdown vision into more operational terms• Represent the main focus areas of
organisational high level strategy• Are pillars of excellence• Cuts across business and support functions of
the organisation• Each has a corresponding strategic
result/desired outcome of the theme
Strategy
Strategic Themes
Strategy
Step Three: Strategic Objectives
Strategy
Strategic Objectives
Strategy
Strategic Altitude
Strategy
Strategic Altitude
Strategy
Strategic Objectives Cont’
Strategy
Strategy
Example: Objectives For a Government Agency
Strategy
Step Four: Strategy Mapping
Strategy
Strategy
Theme Strategy Map
Strategy
Theme Strategy Map
Strategy
Combinding theme Objectives into Tier 1 (corporate )Objectives
Strategy
Corporate Strategy Map
Strategy
Example Strategy Map
Strategy
Strategy
Strategy
Strategy
Objective Commentary: Improve IT utilisation Strategic objectives
Objective commentary
Performance measure candidates
Performance target
Strategic Initiatives
Improve IT utilisation
Deploy IT resources in all organisational processes to reduce service delivery and reporting turn around time. Increase data based decision making, knowledge sharing.
Intended Results/Outcomes:1.Online service delivery3.Online reporting4. Online customer self- service
% automated processes
100% 1. Develop IT strategy align to Business Strategy
2. Implement virtualisation of servers to accommodate increased operation and data
2.Implement centralised ERP and CRM and Business Intelligence
3.Train employees and customers on the use of online service delivery
Strategy
Strategy
Step 5: Performance Measure
Strategy
Strategy
Strategic Impact Measures
Strategy
Strategy
Strategy
Strategy
Strategy
Step Six : Strategic Initiatives
Strategy
Strategy
UNCC CORPORATE SCORECARD 2014-2018
Customer/Stakeholder Perspective
Strategic
Objective
Objectiv
e
Owner
Objective
Commentary
Performance
Measure
Target Strategic
Initiatives
Increase
Customer/
Stakeholder
Value
Gallery
Manager
The services provided to
customers should appeal to
the customers and fulfil their
needs at a reasonable charge.
Intended Result:
1.Satisfied
customers/stakeholders
2.Retained customers
1) Customer
satisfaction
score
2) % of repeat
customers
80%
60%
1. Develop
customer
/stakeholder
survey tool &
programme
2. Develop &
implement
production
quality assurance
programmes
3. Customer service
training &
coaching
programmes
4. Develop web-
based customer
service
Increase
Contribution
to Culture
Preservation,
Promotion and
Development.
Producti
on
Manager
.
Gallery
Manager
UNCC is committed to
preserving, promoting and
developing Uganda’s culture
for the benefit of the current
and future generations
through collection of art
artefacts, documentation of
local films, dance & drama;
education & sensitisation of
the public on art and culture
for socio-economic
development.
Intended Results:
1. Policy initiatives for
preservation,
promotion &
development of culture
are developed and
implemented
2. Local films, drama,
dance are
documented and
preserved
3. The communities are
educated and
sensitised on the role of
culture in Socio-
economic development.
4. Traditional artefacts are
collected and
preserved for current and
future generation.
5. Good cultures are
promoted and bad
cultures are discouraged.
1. % of policy
initiatives
contributing to
preservation ,
promotion &
development
of culture
2. % of shows
documented
3. Community
sensitisation
survey score
4. # of sub-
regions from
which artefacts
are Collected
5. Stakeholder
survey score
on contribution
of UNCC to
promotion of
culture.
60%
100%
80%
10
80%
1. Develop policy
initiatives for
preservation,
promotion and
development of
culture.
2. Develop
frameworks for
documentation of
local films ,drama
& dance
3. Develop
programmes for
collection of
artefacts;
sensitisation of
communities
Strategic Budgeting
STRATEGIC INITIATIVES BUDGET ( USD)
1 Develop Customer /stakeholder Survey Tool & Programme 2,500
2 Develop & Implement Quality Assurance Programmes 5,000
3 Develop and Implement Customer Service Training & Coaching programmes
8,000
4 Develop Policy Initiatives for Preservation, Promotion and Development of Culture.
10,000
5 Develop Frameworks for Documentation of Local films ,Drama & Dance 10,000
6 Develop Programmes for Collection of Artefacts; Sensitisation of Communities 90,000
7 Conduct Cost and Fees Analysis Programme 12,000
8 Develop Cost Control Programmes 4,000
9 Develop Finance and Operation Manuals 15,000
10 Develop & Implement Marketing & Advertising Strategy 50,000
11 Formulate Lobbying Strategy 25,000
12 Identify & Appraise Investment Projects 125,000
Strategy
Strategy
Strategy
Critical Success Elements For Managing Change
Strategy
Strategy
Strategy
• Thank You• Merci • Asante Sana• Zikoma
Strategy
top related