การถ่ายทอดกลยุทธ์สู่สายงาน HR และ IT ตาม...

การถ่�ายทอดกลย�ทธ์ สู่��สู่ายงาน การถ่�ายทอดกลย�ทธ์ สู่��สู่ายงาน HR HR และ และ IT IT ตามกรอบแนวคิ�ด ตามกรอบแนวคิ�ด Balanced ScorecardBalanced Scorecard

โดย สมชาติ ติละพรพ�ฒน์�

บรษั�ท ภู�มซอฟติ� จำ�ากั�ด26 มกัราคม 2552

2

หั�วข้�อการสู่�มนาหั�วข้�อการสู่�มนา

• ทบทวน์กัรอบแน์วคด Balanced Scorecard (BSC) และแน์วทางปฏิบ�ติ (Best Practices ) ใน์กัารน์�า BSC มาใช%ใน์องค�กัร

• ทบทวน์ขั้�'น์ติอน์กัารพ�ฒน์า BSC ระด�บองค�กัร• แน์วทางกัารถ่)ายทอดกัลย*ทธ์�องค�กัรส�)หน์)วยธ์*รกัจำ• แน์วทางกัารถ่)ายทอดกัลย*ทธ์�องค�กัรส�)หน์)วยงาน์สน์�บสน์*น์• Template ใน์กัารถ่)ายทอดกัลย*ทธ์�ส�)หน์)วยงาน์สน์�บสน์*น์• ติ�วอย)างกัารใช% Template ใน์กัารถ่)ายทอดกัลย*ทธ์�ส�)หน์)วยงาน์

สน์�บสน์*น์

3

ว�ว�ฒนาการข้องว�ว�ฒนาการข้อง Balanced ScorecardBalanced Scorecard

1990

1992

1994

1996

1998

2000

2002

2004

2006

A Performance Management

System(Strategy-Focused Organization)

A Core Competency

(Strategy Execution)

HBRArticles

HBSBooks

The Balanced Scorecard: Measures that Drive Performance

Putting the Balanced Scorecard to Work

Using the Balanced Scorecard as a Strategic management System

Having Trouble with Your Strategy? then, Map It

Measuring the Strategic Readiness of Intangible Assets

The Office of Strategy Management

IndustrialEconomy

Information-based / Knowledge-based Economy

A Performance Measurement

System(The Balanced Scorecard)

A Measurement Tool A Strategy Management/Implementation Tool

How to Implement a New Strategy without Disrupting Your Organization

2008

4

ใน์ความหมายกัว%างๆ Balanced Scorecard เป/น์กัรอบแน์วคดท01ช)วยองค�กัรถ่)ายทอดย*ทธ์ศาสติร�ส�)ว�ติถ่*ประสงค�เชงปฏิบ�ติกัารซ31งจำะไปผล�กัด�น์ให%เกัดกัารเปล01ยน์แปลงท�'งทางพฤติกัรรมและผลกัารด�าเน์น์งาน์

At the highest conceptual level, the Balanced Scorecard is a framework that helps organizations translate strategy into operational objectives that drive both behavior and performance.

What is Balanced Scorecard?What is Balanced Scorecard?

5

กรอบแนวคิ�ดข้อง กรอบแนวคิ�ดข้อง Balanced Scorecard Balanced Scorecard (The Balanced Scorecard Framework)(The Balanced Scorecard Framework)

A value chain of internal process

A financial model methodology – DuPont ROI Model

ม�ลค)าใน์ระยะยาวขั้องผ�%ถ่7อห*%น์ผลติภูาพ

(Productivity)

รายได%เพ1มขั้3'น์ (Revenue Growth)

ราคาPrice

ค*ณภูาพQuality

ระยะเวลาTime

ฟ9งค�ช� 1น์Function

ค�)ค%าPartnership

แบรน์ด�Brand

คิ�ณล�กษณะข้องสู่�นคิ�า/บร�การ คิวามสู่�มพั�นธ์ ภาพัล�กษณ

ท*น์มน์*ษัย�Human Capital

ท*น์องค�กัร Organization Capital

ท*น์สารสน์เทศInformation Capital ++

การเง�น – Financial Perspective

ล�กคิ�า – Customer Perspective

กระบวนการภายใน – Internal Process Perspective

การเร&ยนร��และเต�บโต – Learning & Growth Perspective

กัารบรหารกัารด�าเน์น์งาน์

Manage Operations

กัารบรหารล�กัค%า

ManageCustomers

กัารจำ�ดกัารด%าน์น์ว�ติกัรรมManage

Innovation

ManageRegulatory and SocialProcesses

ท01มาขั้องรายได%ท01มาขั้องผลติภูาพ

Customer targeting and customer value proposition

Frameworks for measuring intangible asset values, infrastructure, tools, and technology

6

BSC – The Integrator of Best Management BSC – The Integrator of Best Management PracticesPractices

"To satisfy ourstakeholders,what financialobjectives mustwe accomplish?”

Financial Perspective

Profitability

GrowthShare holdervalue

Objective Measures Targets

“To achieve ourfinancialobjectives, whatcustomer needsmust we serve?”

Customer Perspective

Image

Service

Price/Cost


“To satisfy ourcustomers, andshareholders, inwhich internalbusinessprocesses mustwe excel?”

Internal Process Perspective

Cycle time

Quality

Productivity


“To achieve ourgoals, how mustour organizationlearn andinnovate?”

Learning & Growth Perspective

Market InnovationContinuous LearningIntellectual Assets


EVAROI

CRM

Process Reengineering

TQM/Quality

Change Management

HR Strategy

7

Strategy-Focused Organization Best Practices Framework (SFO) เป/น์กัรอบแน์วคดท01องค�กัรท01ประสบความส�าเร:จำอย)างติ)อเน์71องจำากักัารใช% Balanced Scorecard ย3ดเป/น์แน์วทางปฏิบ�ติ (Best Practices) ใน์กัาร

ด�าเน์น์ย*ทธ์ศาสติร� จำน์ได%รางว�ล Balanced Scorecard Hall of Fame โดยความส�าเร:จำขั้องด�าเน์น์ย*ทธ์ศาสติร�ติ%องอาศ�ยกัารเช71อมโยงองค�ประกัอบ 4 ด%าน์ค7อ ย*ทธ์ศาสติร� องค�กัร บ*คลากัร และระบบกัารบรหารจำ�ดกัาร ให%สอดคล%องและไปใน์

ทศทางเด0ยวกั�น์ขั้องภูายใติ%กัารน์�าขั้อง ผ�%น์�าองค�กัร

The successful execution of strategy requires the successful alignment of four components: the strategy, the organization,

the employees, and the management system, under the guiding hand of executive leadership.

Source: Adapted from Alignment: Using the Balanced Scorecard to Create Corporate Synergies (2006)

Best PracticesBest Practices ในการน(า ในการน(า BSC BSC มาใช้�ในองคิ กร มาใช้�ในองคิ กร

8

Planning process1. Initiative planning2. Integrated HR/IT planning3. Budget linkageOperations Management1. Process improvement2. Initiative management3. Knowledge sharingLearning and Control1. BSC reporting system2. Strategic review meetings

Principle 5Govern to Make Strategy

a Continual Process

Planning and Control Systems Alignment

1. Strategy Map developed2. Balanced Scorecard

created3. Targets established4. Initiatives rationalized5. Accountability assigned

Principle 2Translate the Strategy to Operational Terms

Strategic Fit

1. Corporate role defined2. Corporate and SBUs

aligned3. SBU and support units

aligned4. SBU and external partners

aligned5. Board of directors aligned

Principle 3Align the Organization

to the Strategy

Organization Alignment

1. Strategic awareness created

2. Personal goals aligned3. Personal incentives

aligned4. Competency development

aligned

Principle 4Motivate to Make Strategy

Everyone’s Job

Human Capital Alignment

Principle 1Mobilize Change Through Executive Leadership

Executive Leadership

1. Top Leadership committed2. Case for change clearly articulated3. Leadership team engaged

4. Vision and strategy clarified5. New way of managing understood6. Office of strategy management established

Source: Adapted from Alignment: Using the Balanced Scorecard to Create Corporate Synergies (2006)

Strategy-Focused Organization (SFO) Strategy-Focused Organization (SFO) Best Practices Framework (2006)Best Practices Framework (2006)

EnterpriseStrategy

9

Strategy Execution Benchmark (SEB) Strategy Execution Benchmark (SEB) Best Practices FrameworkBest Practices Framework (2007)(2007)

1.1 Leaders drive strategy execution 1.2 Executive make case for change 1.3 Leaders reinforce strategic priorities 1.4 Well articulated strategy exists1.5 Office of Strategy Management established

2.1 Strategy translated in strategy map 2.2 Strategy described in Balanced Scorecard 2.3 Target identified for all measures 2.4 Strategic initiatives rationalized 2.5 Executives accountable for initiatives

3.1 Corporate contribution to strategy defined 3.2 Enterprise scorecard guide business units 3.3 Enterprise scorecard guide support units 3.4 Scorecards align suppliers and/or customers3.5 Scorecard reports to board and/or shareholders

A. Resource Management 5.1 Budget is driven by strategy 5.2 Planning for HR/IT linked to strategy 5.3 Portfolio of strategic initiatives aligned to themes B. Key Process Management 5.4 Process improvement align to strategy 5.5 Best practice sharing in place C. Learning & Control 5.6 Strategic performance information guides decision making 5.7 Strategy reviewed on regular basis

II. Translate strategy to operational terms

I. Mobilize change through executive leadership

III. Align the organizationto the strategy

V. Govern to make strategy a continual process

4.1 Strategy awareness created4.2 Personal goals aligned4.3 Personal incentives aligned4.4 Competency development aligned

IV. Motivate to make strategy everyone’s job

Balanced ScorecardHall of Fame

for Strategy Execution

Source: from www.thepalladiumgroup.com

10

1 .ทบทวน์วส�ยท�ศน์� พ�น์ธ์กัจำ กัลย*ทธ์� และ แผน์งาน์/โครงกัาร ขั้ององค�กัร2. กั�าหน์ดประเด:น์กัลย*ทธ์� (Strategic Themes)3. กั�าหน์ด/เล7อกั BSC Architecture4. กั�าหน์ด/เล7อกั โครงสร%างมาติรฐาน์ (ติ%น์แบบ ) ใน์กัารจำ�ดกัล*)มเป<าประสงค�เพ71อกัาร

พ�ฒน์าแผน์ผ�งกัลย*ทธ์� (Strategy Map Template)5. พ�ฒน์าแผน์ผ�งกัลย*ทธ์�ติามประเด:น์กัลย*ทธ์� (Linked Strategic Objectives)6. พ�ฒน์า Balanced Scorecard ขั้ององค�กัร (Objectives + Measures)7. กั�าหน์ดค)าเป<าหมายให%กั�บติ�วช0'ว�ดท*กัติ�วใน์ Scorecard8. Map แผน์งาน์/โครงกัาร เขั้%ากั�บเป<าประสงค�เชงกัลย*ทธ์�9. กั�าหน์ดผ�%ร �บผดชอบ

หมายเหติ* – ขั้�'น์ติอน์ท01 5-9 เป/น์ขั้�'น์ติอน์ใน์หล�กักัารท01 2 ขั้อง SFO (SEB)

ข้�*นตอนในการพั�ฒนา ข้�*นตอนในการพั�ฒนา BSC BSC สู่(าหัร�บองคิ กรสู่(าหัร�บองคิ กร

11

ต�วอย�าง ต�วอย�าง BSC ArchitectureBSC Architecture

ล�กคิ�า

กระบวนการภายใน

การเร&ยนร��และเต�บโต

การเง�น

Kaplan’s For-Profit

Organization

ล�กคิ�า

กระบวนการภายใน

การเร&ยนร��และเต�บโต

การเง�น

พั�นธ์ก�จ

Kaplan’s Non-Profit

Organization

คิ�ณภาพั

ประสู่�ทธ์�ภาพั

พั�ฒนาองคิ กร

ประสู่�ทธ์�ผล

ก.พั.ร.

12

Long-Term Shareholder Value

Productivity Strategy Growth Strategy

Increase Asset Utilization

Improve Cost Structure

Enhance Customer Value

Price Quality Availability Selection Functionality Service Partnership Brand

ImageRelationshipProduct/Service Attributes

Finance

Customer

Internal Process

Learning& Growth

Operation management

- Supply- Production- Distribution- Risk Management

Customer Management

- Selection- Acquisition- Retention- Growth

Innovation Management

- Opportunities Identification- R&D Portfolio- Design & Develop- Launch

Social & Regulatory

- Environment- Safety and Health- Employment- Community

Organization Capital

- Culture- Leadership- Alignment- Teamwork

Human Capital

- Skills- Training- Knowledge

Information Capital

- Systems- Databases- Networks

Strategy Map Template – SFO Best PracticeStrategy Map Template – SFO Best Practice

Expand Revenue Opportunities

Customer Value Proposition

13

Customer Perspective: The Differentiating Customer Perspective: The Differentiating Value PropositionValue Proposition

Different strategies require different value propositions to attract and retain targeted customers.

1. Low Total Cost

2. Product Leadership

3. Customer Solutions

14

Strategy Map Template: Low Total CostStrategy Map Template: Low Total Cost

FinancialPerspective

CustomerPerspective

Increase Share holder Value

Become industrycost leader

Maximize use ofExisting assets

Revenues from newcustomers

Increase customers’account share

Productivity Strategy Revenue Growth Strategy

Lowest cost(high profit)

supplierPerfect quality Speedy purchase

Appropriateselection

“Offer products and services that are consistent, timely and low cost”

Aligned Intangible Assets

Six Sigma /TQM processimprovementcapabilities

Create electronicsupplier and customer

relationships

Facilitate processimprovement and

knowledge sharing ofbest practices

Process improvement;Do it better, faster,

cheaper

Competencies Technology Climate for ActionLearning &GrowthPerspective

InternalPerspective

“Operations” Regulatory & Society“Customer Relationships”

Outstandingsupplier

relationships

Producegoods and services,

cost, quality,time

Efficient,Timely,

distributionManage

risk

Provideon-goingservice

Provideconvenient

order handlingprocesses

Providedesired variety ofproducts/ services

Processinnovation

Manage capitalprojects

AvoidEnvironmental

And safetyincidents

Contribute tocommunities

“innovate”

15

Strategy Map Template: Product LeadershipStrategy Map Template: Product Leadership


CustomerPerspective


Manage total lifecycle product costs

Revenues from new products

Gross margins:’new product


First to marketHigh performance products: smaller, faster, lighter,

cooler, more accurate, more storage, brighterNew customer

segments

“Products and Services that Expand Existing Performance Boundaries into the Highly Desirable”


Deepfunctionalexpertise

Virtual productprototyping and

simulation

Computer-AidedDesign and

Manufacturing(CAD/CAM)

Creativityinnovation

Competencies Technology Climate for ActionLearning &GrowthPerspective

InternalPerspective


Flexible,robust

processes

Rapidintroduction

of newproducts

Supplycapacity for

rapidgrowth

In-lineexperimentation

andimprovement

Educate customersabout complex newproducts / services

Capture customerideas for new

products / services

Disciplined, high-performance

productdevelopment

Product development time:

From idea To market

Minimize product

liability andenvironmental

impact


“innovation”

“Find, Motivate, Grow, and Retain the Best Talent”

Creative, versatileemployees; cross-

functional teamwork

16

Strategy Map Template: Complete Customers Strategy Map Template: Complete Customers SolutionsSolutions


CustomerPerspective


Reduce cost to serve

Revenues from new customers

Increase accountshare with customers


Customized solutionsprovided

Multiple products/servicesper customer

Strong personalizedrelationships

“Provide the Best Total Solution to Our Customers”


Employees thatcreate successfor customers

Customer databases

CRM and data miningcapabilities

Human Capital IT Capital Organizational ReadinessLearning &GrowthPerspective

InternalPerspective


Createcustomizedsolutions

Deliver resultsfor customers

Developknowledge about

customers

Build strongCustomer

relationship

Deliver broadproduct/

service line

Create network ofSuppliers for extended

Product / servicecapabilities

Identify newopportunities toserve customers

Anticipate futurecustomer needs

Gain regulatoryapproval for new

offerings


“Innovation”

Broad set of skills useful for

customers

Maximize use ofexisting assets

Customizeproduct/serviceoffering

Transfer Knowledgefrom leading-edge

clientsCustomer-

focused

17

แนวทางการถ่�ายทอด แนวทางการถ่�ายทอด BSC BSC สู่��หัน�วยงานสู่��หัน�วยงาน Cascading BSC to Business/Support UnitsCascading BSC to Business/Support Units

18

Strategy Execution Benchmark (SEB) Strategy Execution Benchmark (SEB) Best Practices FrameworkBest Practices Framework (2007)(2007)

1.1 Leaders drive strategy execution 1.2 Executive make case for change 1.3 Leaders reinforce strategic priorities 1.4 Well articulated strategy exists1.5 Office of Strategy Management established

2.1 Strategy translated in strategy map 2.2 Strategy described in Balanced Scorecard 2.3 Target identified for all measures 2.4 Strategic initiatives rationalized 2.5 Executives accountable for initiatives

3.1 Corporate contribution to strategy defined 3.2 Enterprise scorecard guide business units 3.3 Enterprise scorecard guide support units 3.4 Scorecards align suppliers and/or customers3.5 Scorecard reports to board and/or shareholders

A. Resource Management 5.1 Budget is driven by strategy 5.2 Planning for HR/IT linked to strategy 5.3 Portfolio of strategic initiatives aligned to themes B. Key Process Management 5.4 Process improvement align to strategy 5.5 Best practice sharing in place C. Learning & Control 5.6 Strategic performance information guides decision making 5.7 Strategy reviewed on regular basis

II. Translate strategy to operational terms

I. Mobilize change through executive leadership

III. Align the organizationto the strategy

V. Govern to make strategy a continual process

4.1 Strategy awareness created4.2 Personal goals aligned4.3 Personal incentives aligned4.4 Competency development aligned

IV. Motivate to make strategy everyone’s job

Balanced ScorecardHall of Fame

for Strategy Execution

Source: from www.thepalladiumgroup.com

19

Organization Alignment: cascade the BSC to business and support Organization Alignment: cascade the BSC to business and support unitsunits

Alignment Requires CascadingAlignment Requires Cascading

• Finance• Marketing• IT• Sales• General Services• Safety• Human Resources• Organizational Development

Shared Service Units

xxxxxx

xxx

SBU1

xxx

xxx

SBU2

xxx

xxx

SBU2

xxx

xxx

SBU3

xxx

xxx

SBU3

Corporate Scorecard(Shared Strategic Agenda)

Themes Measures

1. Financial growth xxx2. Customer Royalty xxx3. Speed and Flexibility xxx4. Safe & Reliable xxx5. Customer Intimacy xxx6. Operational Excellence xxx7. Right Skills xxx8. Accountability Culture xxx

Businesses Units

Corporate

Shared Service Units

2. Each SBU develops a long-range plan and BSC consistent with

corporate strategic agenda

1. A Corporate Scorecard definesOverall strategic priorities

1. A Corporate Scorecard definesOverall strategic priorities

3. Each Shared Service Unit develops a plan and BSC for “best

practice” sharing to create synergies across SBUs.

3. Each Shared Service Unit develops a plan and BSC for “best

practice” sharing to create synergies across SBUs.

20

แนวทางการถ่�ายทอด แนวทางการถ่�ายทอด BSC BSC สู่��หัน�วยธ์�รก�จสู่��หัน�วยธ์�รก�จ

Sharedเป<าประสงค�เหม7อน์กั�น์(Identical objectives)

องคิ กร หัน�วยธ์�รก�จ

Hybridม0ท�'งเป<าประสงค�ท01เหม7อน์กั�น์ ถ่�กัแปลง และสร%างขั้3'น์ใหม)ส�าหร�บหน์)วยธ์*รกัจำน์�'น์เฉพาะ

Contributoryเป<าประสงค�ถ่�กัแปลง (Translated objectives)

Source: Adapted from Alignment Toolkit

21

BSC ระด�บองค�กัร

BSC ขั้องแติ)ละหน์)วยธ์*รกัจำจำะเหม7อน์ๆกั�น์และเหม7อน์กั�บ BSC ขั้องระด�บองค�กัร

ใช%เป<าประสงค�/ติ�วช0'ว�ดถ่)ายทอดโดยติรงส�)ระด�บหน์)วยงาน์

ใน์กัารถ่)ายทอด BSC แบบ shared เป<าประสงค�และติ�วช0'ว�ดขั้อง BSC ใน์ระด�บหน์)วยธ์*รกัจำจำะเหม7อน์กั�บขั้องใน์ระด�บองค�กัร

การถ่�ายทอดแบบ การถ่�ายทอดแบบ SharedShared

Use the Shared Approach when business units are essentially identical such as retail branches of a bank or retail store, and regional distribution centers.


22

การถ่�ายทอดแบบ การถ่�ายทอดแบบ ContributoryContributory

BSC ระด�บองค�กัร

BSC ขั้องหน์)วยธ์*รกัจำม0เป<าประสงค�ท01สน์�บสน์*น์ BSC ระด�บองค�กัร

แติ)เป<าประสงค�เหล)าน์�'น์ไม)จำ�าเป/น์ติ%องเหม7อน์ขั้องระด�บองค�กัร

ระด�บหน์)วยงาน์ท�าเหม7อน์กั�บหน์)วยธ์*รกัจำ

ใน์กัารถ่)ายทอด BSC แบบ Contributory เป<าประสงค�และติ�วช0'ว�ดขั้อง BSC ใน์แติ)ละหน์)วยธ์*รกัจำ บางติ�วจำะถ่�กัแปลงและบางติ�วอาจำจำะเหม7อน์กั�น์

Use the Contributory Approach when business units are independent but not identical: same objectives, but choose to measure some of them differently; or some objectives specific to their business and competitive environment.


23

เล7อกัเป<าประสงค�ท01เกั01ยวขั้%องกั�บหน์)วยธ์*รกัจำ

แปลงและสร%างเป<าประสงค�เฉพาะส�าหร�บหน์)วยงาน์น์�'น์

ใน์กัารถ่)ายทอด BSC แบบ Hybrid เป<าประสงค�และติ�วช0'ว�ดขั้อง BSC ใน์ระด�บหน์)วยธ์*รกัจำจำะม0ท�'งท01เม7อน์และแปลง ใน์ขั้ณะเด0ยวกั�น์กั:สามารถ่ท01จำะเพ1มเป<าประสงค�ใหม)ท01เฉพาะเจำาะจำงกั�บหน์)วยธ์*รกัจำน์�'น์ได

การถ่�ายทอดแบบ การถ่�ายทอดแบบ HybridHybrid

ทบทวน์ BSC ระด�บองค�กัร

The Hybrid approach works well when corporate wants some control, but the business units need some room for interpretation of the corporate strategy.


24

Balanced Scorecard CascadingBalanced Scorecard Cascading

ฝ่/าย11.

ฝ่/าย12

ฝ่/าย 21.

ฝ่/าย13

ฝ่/าย14

ฝ่/าย 22.

ฝ่/าย23.

ฝ่/าย24.

ฝ่/าย31.

ฝ่/าย35

ฝ่/าย32.

ฝ่/าย34.

ฝ่/าย33.

หัน�วยธ์�รก�จ1 หัน�วยธ์�รก�จ2 หัน�วยธ์�รก�จ3

องคิ กร BSC

BSC BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

25

แนวทางการถ่�ายทอด แนวทางการถ่�ายทอด BSC BSC สู่��หัน�วยงานสู่น�บสู่น�นสู่��หัน�วยงานสู่น�บสู่น�น Cascading BSC to Support UnitsCascading BSC to Support Units

26

แนวทางการถ่�ายทอด แนวทางการถ่�ายทอด BSC BSC สู่��หัน�วยงานสู่น�บสู่น�นสู่��หัน�วยงานสู่น�บสู่น�น

• ท�าความเขั้%าใจำกั�บกัลย*ทธ์�ขั้ององค�กัรและหน์)วยธ์*รกัจำ – แผน์ท01กัลย*ทธ์�และ Balanced Scorecards.

• กั�าหน์ดรายกัารด%าน์บรกัารขั้องหน์)วยงาน์ท01คดว)าจำะม0ผลมากัท01ส*ดติ)อความส�าเร:จำขั้องกัารด�าเน์น์กัลย*ทธ์�ขั้ององค�กัรและหน์)วยธ์*รกัจำ

• พ�ฒน์าแผน์กัลย*ทธ์�ขั้องหน์)วยงาน์ใน์กัารเสาะหา พ�ฒน์าและน์�าเสน์อบรกัารเชงกัลย*ทธ์�ติ)อหน์)วยงาน์ธ์*รกัจำ

• ประเมน์ผลกัารด�าเน์น์งาน์ขั้องหน์)วยงาน์โดยใช%เทคน์คเช)น์ service-level agreements, internal customer feedbacks, customer rating, and internal audits.

• หล�กัคดท01ส�าค�ญ – หน์)วยสน์�บสน์*น์ติ%องมองติ�วเองเหม7อน์เป/น์บรษั�ท ท01ม0สน์ค%า/บรกัาร ท01สร%าง/เพ1มม�ลค)าให%กั�บล�กัค%า ช)วยให%กัลย*ทธ์�ขั้องล�กัค%าบรรล*ติามเป<าหมาย

27

Sample Portfolio of Strategic Support Sample Portfolio of Strategic Support ServicesServices

Organization and Business

Units Strategies

Strategic Support Services Portfolio

IT – Strategic Information Capital

Portfolio

HR – Strategic HRServices Portfolio

1 2

• Competency Profiling• Training and Competency

Development• Succession and Development

Planning• Organization Alignment• Performance and Development

Process• Compensation and Rewards

Strategic HRServices Portfolio

• Business Analytics / Decision Support

• Transaction Systems• Technology Infrastructure

Strategic Information Capital Portfolio

28

Common Internal Process ThemesCommon Internal Process Themes

ผลการด(าเน�นงานทางด�านการเง�น (Financial Performance)

คิวามคิาดหัว�งข้องล�กคิ�า (Customer Value Proposition)

Operations

คิวามพัร�อมข้องบ�คิลากรและเทคิโนย&สู่ารสู่นเทศ

Fin

an

cial

Mark

et/

Cu

stom

er

Inte

rnal Pro

cess

Learn

ing

&

Gro

wth

Internal Process Themes – common strategic themes: understanding markets and customers, developing solutions, and being operationally excellent

เพ71อให%สะดวกัติ)อกัารถ่)ายทอด Scorecard ควรเล7อกั Internal Process Theme ท01คล%ายๆกั�น์ใน์ Strategy

Map

เข้�าใจล�กคิ�า-พั�ฒนาเป2นหั��นสู่�วน

พั�ฒนา Solutions

ด(าเน�นงานอย�างม&ประสู่�ทธ์�ภาพั

Markets & Customers

Solutions

29

ShareholderValue

Growth Productivity

CustomerValue

Proposition

OperationExcellence

CustomerManagement

InnovationGood

Neighbor

StrategicSkills

Leadership Culture Alignment Learning

ShareholderValue

HREffectiveness

HREfficiency

HR Skills &Leadership

CompetencyDevelopment

LeadershipDevelopment Culture

Goals &Incentives

StrategicSkills

Leadership Culture Alignment Learning

Teams &Integration

HR Systems HR Climate

A

BA = Human CapitalReadiness Report

B = Human CapitalDevelopment Program

Fin

anci

als

Cu

sto

mer

(Ext

ern

al)

Inte

rnal

Pro

cess

esL

earn

ing

& G

row

thF

inan

cialsC

usto

mer

(Intern

al)H

RP

rocesses

HR

Org

anizatio

nL

earnin

g &

Gg

row

th

Strategic Human Capital Planning Strategic HR Management

The Enterprise Strategy Map The HR Organization Strategy Map

Linking the HR Organization Linking the HR Organization to Enterprise Strategyto Enterprise Strategy

30

HR Organization Strategy Map TemplateHR Organization Strategy Map Template

CustomerPerspective

Create Shareholder Value

Positive Work Environment

Strategic Competenciesfor HR

Learning & GrowthPerspective

Cost of Services

BudgetaryDiscipline

HR Efficiency

Impact on EnterpriseOutcomes

HR Effectiveness

Employees

Provide Quality Services

Efficiently deliver core services

Provide managerial reports & advice

Internal Customers

Achieve Operational Excellence

Develop Business Unit Partnerships

Provide Strategic Support to Business


LinkageScorecard

HR Budget• XXX• XXX

HR Initiatives• XXX• XXX• XXX

Requirements• Competency

Development• Leadership and

Climate• Performance

Management

Strategic HRServices Portfolio

Strategic Technologyfor HR

Climate for HR Action

Business Partners

Strategic SolutionsTrusted Coach

and Adviser

• Compensation and Benefits

• Staffing and Talent Management

• Learning and Development

• Communications

• Relationship Managers

• Integrated Planning

• Service Agreements

• Client Feedback

• Show the Value

• Competency Development

• Leadership and Culture

• Performance Management

31

ShareholderValue

Growth Productivity

CustomerValue

Proposition

OperationExcellence

CustomerManagement

InnovationGood

Neighbor

HumanCapital

ShareholderValue

IT Skills &Leadership

OperationalExcellence

Business UnitAlliance

Internal Partner Expectation

SolutionLeadership

IT Systems IT Climate

Linking theEnterprise & IT

Fin

an

cia

lsC

us

tom

er

(Ex

tern

al)

Inte

rna

lP

roc

es

ses

Le

arn

ing

& G

row

thF

inan

cia

lsC

us

tom

er

(Pa

rtne

r)IT

Pro

ce

sse

s

IT O

rga

niza

tion

Le

arn

ing

&G

gro

wth

The Enterprise Strategy Map The IT Organization Strategy Map

InformationCapital

OrganizationCapital

The IT Organization supports strategic The IT Organization supports strategic internal processes.internal processes.

32

IT Organization Strategy Map TemplateIT Organization Strategy Map Template

CustomerPerspective

Create Shareholder Value

Deliver BasicServices at

Competitive Cost

Learning & GrowthPerspective

InternalProcess Perspective

Lower Costs of IT Services

Ensure BudgetingDiscipline

IT Efficiency

Impact on EnterpriseOutcomes

IT Effectiveness

Competency Contribution

Use technology to improvecollection and delivery of

financial information

Build a culture of empowerment, collaboration,

and communication


LinkageScorecard

IT Budget• XXX• XXX

IT Initiatives• XXX• XXX• XXX

Requirements• Business

Analytics/Decision Support

• Transaction Systems

• Technology Infrastructure

Strategic IT Services Portfolio

Deliver Consistent, High-Quality Service

Support Business Unit Needs with IT-Based

Analytics

Drive Business Unit Success with Innovative

IT Solutions

Achieve Operational Excellence

Create and Support Business Unit Partnerships

Provide Strategic Support to the Business

Optimize IT processes; lower unit costs

Manage service quality; deliver on schedule

Maintain a secure and reliable infrastructure that

ensures business operations

Develop effective decision support systems

Partner with customers;understand their strategies

Improve business unit productivity and profitability

Understand emerging technology applications

Propose and deliver transformational applications

Attract, develop, and retain employees with

key competencies

33

หัน�วยสู่น�บสู่น�น 4

Balanced Scorecard CascadingBalanced Scorecard Cascading

ฝ่/าย11.

ฝ่/าย12

ฝ่/าย 21.

ฝ่/าย13

ฝ่/าย14

ฝ่/าย 22.

ฝ่/าย23.

ฝ่/าย24.

ฝ่/าย31.

ฝ่/าย35

ฝ่/าย32.

ฝ่/าย34.

ฝ่/าย33.

หัน�วยธ์�รก�จ1 หัน�วยธ์�รก�จ2 หัน�วยธ์�รก�จ3

องคิ กร BSC

BSC BSC BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

BSC

ฝ่/าย 41.

ฝ่/าย 42.

ฝ่/าย 43.

BSC

BSC

BSC

34

• Solution Selling• Relationship management• Product-line knowledge• Certified Financial Planner• Financial self-planning model• Customer profitability system• Integrated customer file• Web-enabled access• Customer partnership• Aligned with strategy• Best-practice sharing

Linking Intangible Assets to the Linking Intangible Assets to the StrategyStrategy


CustomerPerspective

InternalPerspective

Strategic JobFamilies

HumanCapital

InformationCapital

OrganizationCapital

ImproveOperatingEfficiency

Long-TermShareholder

Value

BroadenRevenue

Mix

Productivity Growth

Price/Quality

FinancialAdviser

IntegratedOffering

TrustedBrand

Customer Value Proposition

MinimizeProblems

Provide RapidResponse

Operational Excellence

Shift toAppropriate

Channel

Cross-sell theProduct Line

Customer Management

UnderstandCustomerSegments

Develop NewProducts

Innovation

Diverse Work-force

Responsible Citizen

QualityManagers

Call CenterReps Telemarketers Financial Planners

ConsumerMarketer

Joint VentureManagers

CommunityRecruiters

35

Human Capital ReadinessHuman Capital Readiness

StrategicProcesses

StrategicJobFamilies

CompetencyProfile

NumberRequired

StrategicJobReadiness


MinimizeProblems

ProvideRapid

Response

Customer Management

Cross-sellThe Product

Lines

Shift toAppropriate

Channel

Innovation


Develop NewProduct

Regulatory/ Social

DiverseWorkforce

QualityManager

Call CenterRepresentative

FinancialPlanner

TelemarketerConsumerMarketer

Joint VentureManager

CommunityRecruiter

• Six sigma• Problem management system

• Customer interaction center (CIC)• Problem management system• Team building

• Solution selling• Relationship management• Product-line knowledge• Certified financial planner

• Phone selling• Product-line knowledge• Order management system

• Market research• Market communication• Cross-business process

• Relationship management• Negotiation skills• e-Commerce know-how

• Community roots• Public relations• Legal frameworks

30 20 100 20 10 30 10

100% 90% 40% 50% 20% 70% 80% 65%

G G R R R Y G R

“Strategic Job Readiness Ratio” “Human Capital Readiness”

36

The Human Capital Readiness ReportThe Human Capital Readiness Report

1. Strategic CompetenciesUnderstand the competencies needed, the competencies available, and the plan to close the gap.

2. LeadershipBuild a group of leaders who can leverage human capital for competitive advantage.

3. Strategic Awareness/CultureCreate an organization that internalize the shared vision, strategy and cultural values require to execute.

4. Strategic Alignment/MotivationCreate an organization where personal goals and incentives are aligned with strategy and that encourages personal contribution.

5. Strategic IntegrationCreate teamwork and culture to encourage the sharing of knowledge and experience needed by the strategy.

Strategic Talent Group Key Employee Retention

Leadership Gap Employee Survey of

Leadership Effectiveness

Cultural Alignment Index % Employee Understanding

Strategy

Goal Alignment (%) Incentive Alignment (%)

Sharing Across Boundary - Best Practice - Key People - Teams - Rewards

Human Capital Category/Objective

Measures of Strategic Readiness (examples)

Source: from www.bscol.com

http://www.bscol.com/

37

• Customer Profitability System (3)• Customer Feed back Systems (2)

• Best Practice Community (2)

• Project Management Systems

• Customer Portfolio Self- Management (4)• Customer Profitability System (3)• Integrated Customer File (2)


• CRM/Lead Management (6)• CRM/Order Management (2)• CRM/Sales Force Automation (4)

• Service Quality Analysis (2)

• Incident Tracking System (6)• Problem Management System (2)

• Customer Self- Help (4)


• Workforce Scheduling (3)• Problem Management System (2)

Information Capital ReadinessInformation Capital Readiness

StrategicProcess

Strategic Job

TransformationalApplications

MinimizeProblems

Provide RapidResponse


Shift toAppropriate

Channel

Cross-sell theProduct Line

Customer Management


Develop NewProducts

Innovation

QualityManagers

Call CenterRepresentative

TelemarketersCertifiedFinancial Planners

ConsumerMarketing

Joint VentureManagers

AnalyticApplications

TransactionProcessingApplications

TechnologyInfrastructure

Strategic Information Capital Portfolio

Web Enabled (3)Interactive Voice

Response (3)

CRM Packaged

Software (2)

CRM Standards (3) Computer Technology

Integration (4)

G G R R RY

Key: 1. OK 3. New Development (underway) 5. Major Enhance Required (current action)2. Minor Enhancement 4. New Development (behind schedule) 6. New Application Required (current action)

38

THANK YOUTHANK YOU

การถ่ายทอดกลยุทธ์สู่สายงาน HR และ IT ตาม...

Documents