Transcript
AIESECBalanced Scorecard
2009 Revision
When the Scorecard is not in place
When the Scorecard is in place
Quality
Growth
Consistency
Bigger and Better
Strategy
What is strategy?
• Gives focus & direction to organization’s activities;
• Helps define what not to focus on, what not to do;
• Aims to create a unique competitive position in the long-run
STRATEGY CHOICESProduct Leadership
Product
Customer
• Revolutionary and unique products/serviceo Superior qualityo Superior functionalty
• Develop products and then create customer demand, educate the market
Cost
Business Logic
Market Position
• Individualism• Enterprize • Risk-taking• Fantasy – unconventional
thinking• Knowledge
Values
Balanced Scorecard
What is Balanced Scorecard?
The balanced scorecard is a strategic planning and management system that is
used extensively in business and industry, government, and nonprofit organizations
worldwide to align business activities to the vision and strategy of the
organization, improve internal and external communications, and monitor
organization performance against strategic goals.
BSC Institute.org
Why does AIESEC need a BSC?
• Gives direction and focus to countries;• Ensure global alignment of what we are
and what we have to do;• To have clear steps to achieve our goals.
Steps of a BSC implementation
Balanced Scorecard
Translating and clarifying the vision and strategy:
• Clarifying the vision;• Establishing consensus.
Communicating and setting links:
• Communication and setting links;• Setting goals;• Linking reward to performance
assessment.
Planning and setting goals:
• Setting goals;• Aligning strategies initiatives;• Allocating resources;• Setting reference points.
Feedback and strategic learning:
• Developing the holistic view;• Improve the strategic feedback;• Facilitate the strategic review and
feedback.
The AIESEC Way
AIESEC 2010 Strategic triangle and numeric
goals
Product Leadership
Balanced Scorecard
(CSFs & KPIs)
BSCdesign
PROCESS
Goals
Strategy
Execution & Management
Mission Vision
Business logic models
Finance
Customer Process
Innovation
Employee
Finance Customer
Process
Innovation
Employee
Finance
Customer
Process
Innovation
Employee
Society
Finance
Customer
Process
Employee
“How the business perspectives are arranged in a Scorecard is adjusted to the business logic of the organization”
Traditionally, profit organizations perspectives are arranged as
BusinessLogic AIESEC
of
Our new understanding…
• Our IT platforms and members build the capacity needed to execute our internal processes
• The excellence of our processes enable the organization to run its operations to fulfill the needs of our customers ensuring the financial sustainability of AIESEC
• By providing leadership experiences, international exchanges and a global learning environment, we develop individuals for a positive impact on society
• The new business logic drives the operations and strategy of the organization towards the AIESEC Way
CUSTOMERS SUSTAINABILITY
THE WAY WE DO IT
INTERNAL PROCESSES
LEARNING & CAPACITY
The New Strategy Map
THE WAY WE DO IT
HIGH VOLUME OF HIGH QUALITY @XPS
IMPACT
INCREASING EXCHANGE XPS
PROVIDING HIGH QUALITY AIESEC XPS
GENERATING LEADERSHIP XPS
RECRUITMENT & INDUCTION MANAGING TALENT
CUSTOMERS
INTERNAL PROCESSES
LEARNING & CAPACITY
RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI
PLANNING & REVIEWMANAGING INFORMATION
IT INFRASTRUCTURE
GOVERNANCE & ACCOUNTABILITY
FINANCIAL SUSTAINABILITY
MARKET ANALYSIS
SUSTAINABILITY
OFFERING THE RIGHT OPPORTUNITY FOR OUR
MEMBERS
CAPITALISING ON NETWORKS, MARKETS
AND ISSUES
EXTERNAL POSITIONING FOR STUDENTS AND
ORGANISATIONS
SUSTAINABILITY
THE WAY WE DO IT
HIGH VOLUME OF HIGH QUALITY @XPS
IMPACT
INCREASING EXCHANGE XPS
PROVIDING HIGH QUALITY AIESEC XPS
GENERATING LEADERSHIP XPS
RECRUITMENT & INDUCTION MANAGING TALENT
CUSTOMERS
INTERNAL PROCESSES
LEARNING & CAPACITY
OFFERING THE RIGHT OPPORTUNITY FOR OUR
MEMBERS
CAPITALISING ON NETWORKS, MARKETS
AND ISSUES
RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI
PLANNING & REVIEWMANAGING INFORMATION
IT INFRASTRUCTURE
GOVERNANCE & ACCOUNTABILITY
FINANCIAL SUSTAINABILITY
MARKET ANALYSIS
MEMBERSHIP
ADMINISTRATIVE MANAGEMENT
MARKET AND RELATIONSHIP MANAGEMENT
OPPORTUNITIES
EXTERNAL POSITIONING FOR STUDENTS AND
ORGANISATIONS
Understandingthe CSFs
Learning & CapacityPERSPECTIVE
RECRUITMENT AND INDUCTION
Key Performance Indicators
1. Number of members
2. New members recruited X New members planned to be selected in selection process (%)
“ ”We have quality recruitment and induction processesthat ensure we have the right people to run the organization and meet our goals .
1. Number of applications received
2. Number of members recruited
Processes Performance Indicators
Processes
Talent Promotion Talent SelectionTalent Planning Talent Induction
MANAGING TALENT
Key Performance Indicators
1. Retention rate of members (TR stage)
2. Number of members with job description
“ ”Our people are allocated in the best roles for their development and for the organisation’s performance .
1. % of members that reviewed the career plan in the quarter2. % of members that have a mentor
Processes
Talent AllocationTalent Goal Setting &
Orientation
Processes Performance Indicators
IT INFRASTRUCTURE
Processes
Key Performance Indicators
1. % of members who can access the needed IT systems to perform the job description
“ ”
Administration of IT Systems
Accessibility
We have the access to the needed Information technology resources to run our activities and processes.
Internal ProcessesPERSPECTIVE
GOVERNANCE & ACCOUNTABILITY
Processes
1. Legality of exchange program (MC)
2. Do you have an external body with holds you accountable to your plan?
“ ”External Board Management
Internal & External Reporting
Legal Compliance
By aligning our operations with legal and financialaspects, we ensure the transparency and qualityof our organisation.
1. Number of reports based on plan for the internal audience
Key Performance Indicators
Processes Performance Indicators
MANAGING INFORMATION
Key Performance Indicators
1. Overall satisfaction of members with information available to perform their job
“ ”We manage information to run our operations, facilitate communications and ensure continuity.
Processes
Usage of IT systems
Internal Communication
Knowledge Management
PLANNING & REVIEW
Processes
“ ”We have planning & review processes that support our people in the achievement of our personal and organizational goals.
Plan & Budget Reward & Recognition
Talent Performance
Appraisal
Organisational Performance Management
1. Do you have a R&R based on organizational performance?
2. How many members receive performance appraisal in 3 months?3. Do you have a long term plan?
Key Performance Indicators
1. % of organizational goals achieved
Processes Performance Indicators
RELATIONSHIP MANAGEMENT WITH
PARTNERS AND ALUMNI
Key Performance Indicators
“”
The relationship with our partners and alumni results in a high retention and engagement towards theorganizational activities.
1. Retention rate of partners (without TN Takers)
2. Number of alumni with up to date information on a DB (contacts, current organization and position)?
Processes
Account Management
Alumni Management
MARKET ANALYSIS
Key Performance Indicators
1. How often do you run a competitive analysis?
2. Do you run a brand audit at least once a year?
“ ”We know our position in the market and we are able to identify the best opportunities for AIESEC to capitalize on.
Processes
Brand perceptionExternal Research Analysis of Supply & Demand
Market Segmentation
CustomersPERSPECTIVE
EXTERNAL POSITIONING FOR STUDENTS & ORGANISATIONS
Processes
Key Performance Indicators
1. Number of media appearances
2. Number of visitors in your local/national website
“ ”We are able to position AIESEC effectively in orderto secure maximum benefit from the right target audiences.
Promotion & Marketing
Public Relations
1. Number of external forums and events attended
Processes Performance Indicators
CAPITALIZING ON NETWORKS, MARKETS
AND ISSUES
Processes
Key Performance Indicators
1. Number of TN Raised
2. Amount of money received from individual alumni donations and partnerships resulting from Alumni support
“”
We increase the quality and quantity of diverse AIESEC Experiences by making properly use of our networks, markets and relevant issues.
Sales Management and TN Raising
Product Positioning
Product Development
Capitalize on Alumni network
3. Number of TNs Raised from alumni contacts4. Conversion rate on sales
Processes Performance Indicators
OFFERING THE RIGHT OPPORTUNITY
Processes
Key Performances Indicators
1. Number of EPs Raising
2. Average applicants for leadership positions in the period
“ ”We offer the right opportunities to our members to ensure they will develop themselves through the AIESEC Experience.
Internal Promotion for X & EP Raising
Internal Promotion for LR & LR
Offered
1. Number of leadership positions offered in the quarter
Processes Performance Indicators
SustainabilityPERSPECTIVE
FINANCIAL HEALTH & SUSTAINABILITY
Processes
Key Performance Indicators
1. % of expenses covered by operational revenues
2. Number of months of reserve
“ ”By running our operations we are financially healthy.
Revenue Generation
Reserves and investment
Management
1. % of reserves generated from exchange
2. Do you have a long term financial plan?
3. Amount of money raised from partnerships (including supporters) (MC)
Processes Performance Indicators
The way we do itPERSPECTIVE
INCREASING EXCHANGE XPS
Key Performance Indicators
1. Number of EP Realized
2. Number of TN Realized
“ ”We are continuously increasing the number of exchange experiences we deliver to our members and to the market.
Processes
Exchange Servicing
Exchange Matching
1. Delivery Time of EPs
2. Delivery Time of TNs
3. Realization rate of EPs
4. Realization rate of TNs
Processes Performance Indicators
GENERATING LEADERSHIP EXPERIENCES
Processes
Key Performance Indicators
1. Number of members with leadership experience completed
“ ”We generate leadership experiences required to meet the needs of the organization and the expectations of our members.
Organizational structure revision
QUALITY OF AIESEC EXPERIENCES
Processes
Key Performance Indicators
1. Quality index performance
2. Number of members that are completing both X & LR experiences in the period
“ ”We deliver high quality experiences to our members.
AIESEC Experiences
Quality Measurement
Competency Management
Map Overview
RECRUITMENT & INDUCTION
Talent Promotion
Talent Selection
MANAGING TALENT
Talent Allocation
GOVERNANCE & ACCOUNTABILITY
External Board Management
Internal & External
Reporting
Accessibility
RELATIONSHIP MANAGEMENT
Account Management
PLANNING & REVIEW
Plan & Budget Organizational Performance Management
MANAGING INFORMATION
Knowledge Management
Internal Communication
Usage of IT Systems
CAPITALISING ON NETWORKS, MARKETS AND ISSUES
Sales Management and TN Raising
Product Positioning
Product Development
Alumni management
MARKET ANALYSIS
Analysis of Supply & Demand
Segmentation Brand perception
Research
INCREASING EXCHANGE XPS
Exchange Matching
Exchange Servicing
QUALITY OF AIESEC XPS
Competency Management
AIESEC XPs Quality
Measurement
LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY
Organizational Structure Revision
Internal Promotion for X & X Raising
GENERATING LEADERSHIP XPS
Talent Planning Talent Induction Administration IT Systems
CUSTOMERS
INTERNAL PROCESSES
LEARNING & CAPACITY
THE WAY WE DO IT
IMPACT
Legal Compliance
CSFs Processes
Alumni network capitalization
Reward & Recognition
Talent Performance Appraisal
GIVING THE RIGHT OPPORTUNITY
Talent Goal Setting &
Orientation
Revenue generation
FINANCIAL SUSTAINABILITY
Internal Promotion for LR and LR Offered
SUSTAINABILITY
Reserves & investment
management
IT INFRASTRUCTURE
EXTERNAL POSITIONING TO STUDENTS & ORGANISATIONS
Public Relations
Promotion & Marketing
Do I need to focus in all CSFs? Processes?
Case Study
THE WAY WE DO IT
HIGH VOLUME OF HIGH QUALITY @XPSIMPACT
INCREASING EXCHANGE XPS
PROVIDING HIGH QUALITY AIESEC XPS
GENERATING LEADERSHIP XPS
RECRUITING AND INDUCTING TOP TALENTS
RIGHT TALENT DOING THE RIGHT ACTIVITY
CUSTOMERS
INTERNAL PROCESSES
LEARNING & CAPACITY
OFFERING THE RIGHT OPPORTUNITY FOR OUR
MEMBERS
CAPITALISING ON NETWORKS, MARKETS AND
ISSUES
RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI
EFFECTIVE PLANNING TO SUPPORTING GOALS’
ACHIEVEMENT
MANAGING INFORMATION TO ENSURE CONTINUITY
ACCESS TO THE NEEDED IT STRUCTURE
GOVERNANCE & ACCOUNTABILITY
OUR OPERATIONS ENSURE FINANCIAL SUSTAINABILITY
UNDERSTANDING THE MARKET TO IDENTIFY THE BEST
OPPORTUNITIES
SUSTAINABILITY
EXTERNAL POSITIONING FOR STUDENTS AND
ORGANISATIONS
RECRUITMENT & INDUCTION
Talent Promotion
Talent Selection
MANAGING TALENT
Talent Allocation
GOVERNANCE & ACCOUNTABILITY
External Board Management
Internal & External
Reporting
Accessibility
RELATIONSHIP MANAGEMENT
Account Management
PLANNING & REVIEW
Plan & Budget Organizational Performance Management
MANAGING INFORMATION
Knowledge Management
Internal Communication
Usage of IT Systems
CAPITALISING ON NETWORKS, MARKETS AND ISSUES
Sales Management and TN Raising
Product Positioning
Product Development
Alumni management
MARKET ANALYSIS
Analysis of Supply & Demand
Segmentation Brand perception
Research
INCREASING EXCHANGE XPS
Exchange Matching
Exchange Servicing
QUALITY OF AIESEC XPS
Competency Management
AIESEC XPs Quality
Measurement
LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY
Organizational Structure Revision
Internal Promotion for X & X Raising
GENERATING LEADERSHIP XPS
Talent Planning Talent Induction Administration IT Systems
CUSTOMERS
INTERNAL PROCESSES
LEARNING & CAPACITY
THE WAY WE DO IT
IMPACT
Legal Compliance
CSFs Processes
Alumni network capitalization
Reward & Recognition
Talent Performance Appraisal
GIVING THE RIGHT OPPORTUNITY
Talent Goal Setting &
Orientation
Revenue generation
FINANCIAL SUSTAINABILITY
Internal Promotion for LR and LR Offered
SUSTAINABILITY
Reserves & investment
management
IT INFRASTRUCTURE
EXTERNAL POSITIONING TO STUDENTS & ORGANISATIONS
Public Relations
Promotion & Marketing
Next Steps
• Training at IPM• Training at XPROS• Support Materials (Templates, guides and so
on)• Country Visit• IC
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