Balanced Scorecards & Business Dashboards€¦ · Balanced Scorecards & Business Dashboards The Art and Science of Keeping Progress in Mo

BalancedScorecards&BusinessDashboardsTheArtandScienceofKeepingProgressinMo<on

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‘The Emotional and Intellectual Process of Achieving Positive Results within a Regenerative Culture™’-CKC

Curtis K. Chocholous CEO & Founder, NuPulse PRO™

NuPulsePro.com [email protected]

937-474-8956


JeffBezosBansPowerPointinMee<ngs–HisReplacementisBrilliant

Narra<vememoshavereplacedPowerPointpresenta<onsatAmazon.Hereare3reasonswhy:

1.  OurBrainsareHardwiredforNarra<ve.2.  StoriesarePersuasive.3.  BulletPointsaretheLeastEffec<veWayofSharingIdeas.

Emo<onsareOTenMoreInsighUulthanData.-CKC

“Ethos(character&credibility)andLogos(logic&reason)areirrelevantintheabsenceofPathos(emo<on).”-Aristotle


31YRS3MOSand12DAYS…andIranoutofflavors!

CompaniesServed


10MostPopularBusinessDocuments


1.  BalancedScorecards2.  ProcessImprovement3.  GrowthStrategy4.  ChangeManagement5.  LeanManagement/LeanEnterprise6.  PerformanceManagement(Measurement)7.  SupplyChainAnalysis8.  SixSigma9.  ProductLaunchStrategy10.  Marke<ngPlanDevelopment

WhyareBalancedScoreboardsandBusinessDashboardsRelevant?

DoesMeasurementRelevanceMaker?


Cau<on,YouAreNowEnteringNewCuyama,CA

“TheQues<onIHearMostOTen”-MichaelGerber,World’s#1SmallBusinessGuru,TheEMyth


“HowdoIgetmypeopletodowhatIwant?”

“Ifyouwantitdone,you’regoingtohavetocreateanenvironment in which ‘doing it’ is more important toyourpeoplethannotdoingit.Where‘doingit’becomesawayoflifeforthem.”

AWordofEncouragementFocusMoreTimeandEnergyintoCrea<ngandSustainingaWorkEnvironment

wherePeopleWillinglyContributetheirTime,TalentandEnergy.


‘As a leader, it’s up to you todiscover the hidden poten<alinpeople;pointouttheirgoodquali<es and encourage themastheygrow.’–ArtStegman1989

TheStegmanLeadershipPrinciple

WelcometoNuPulsePROTransformingLeadersandBusinessResults

FROMTHEFOUNDER&CEO

MyclientsoTenseekmeoutwhentheysensethere’ssomethingholdingtheirbusinessback,buttheycan’tquiteputtheirfingersonthe problem. These talentedmanagers find themselves bogged downby day-to-day disrup<ons and issues that prevent them frominves<ngtheirvaluable<meworkingonthestrategicneedsofthebusiness.Soundfamiliar?It’seasytofixateonthedailybusinessissues,buttherealopportuni<esliewithunlockingthehiddenpoten<alofyourteam. By working hands-on with employees across many organiza<ons, I’ve helped clients achieve amazing business results. Onemanufacturingcompanydoubledtheiremployeebonuspaymentsin9months!Toscalethesebenefitsbeyondmyteachingandconsul<ngprac<ce, IdecidedtocreateNuPulsePROSaaS(SoTware-as-a-Service)tohelpleadersiden<fytheirtoppriori<esandfocusonwhatmakersmost–becausegoodprocessisneededtomakegooddecisionsanddrivetherightac<ons.Themagic,though,isn’tinthetoolitself,it’sinthepeoplebehindit.NuPulsePROSaaShelpsyoutapdeeperintothetruetalentsandcapabili<esofyourteaminordertodiscoverandunleashtheirtruepoten<al.NuPulsePROwillcreateavibrantnewpulseinyourorganiza<ontohelpyougetthebestoutofyourbusiness!Bringingoutthebestinpeopledrama9callyincreasesHIGH-VALUEOUTCOMES.Believeandyou’llsee…we’rehereforyou.Sincerely,Cur<sK.ChocholousFounderandCEO



AgreatdealhasbeenwrikenandpublishedaboutBalancedScorecardsandBusinessDashboards. As human Vital Signs are measured to ascertain human health,businesses have similar Vital Signs known as KPI (Key Performance Indicators) andmetrics.Thispresenta<onisanakempttoclarifyandfillatleastsomeofthepossiblemisunderstandings and voids related tomeasuring business performance in today’scompe<<vemarketplace.

VitalSigns–theESSENTIALBODYFUNCTIONS,comprisingPULSErate,body TEMPERATURE, and RESPIRATION, used as a MEASURE ofHEALTHorPHYSICALCONDITION.-Dic<onary.com

BeyondtheFourPrimaryHumanVitalSigns…


ThisisalsotrueofBusinessOpera<ngSystems(BOS)becausePeoplearetheCompany.

…insidetheHumanSystemthere’smore-than-meets-the-eye.

The80/20Leadership™System(a.k.a.,80/20L™)

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TheArt&ScienceofMaximizingEmo<onal,IntellectualandPhysicalWell-Being

PEOPLE POTENTIAL

80% is the Emotional interactive people-side of success.

Intellectual Preparation is not the same as Emotional Readiness

PROCESS MASTERY

Intellect (tools) makes up 20% of the success.

HIGH-POTENTIAL HIGH-PERFORMANCE

ORGANIZATION LeadbyServing&ServebyLeading(BeaBucketFiller)

P E O P L E P O T E N T I A L

20%Time

P E O P L E P E R F O R M A N C E

80%Results

ProcessMastery

Ethos+Logos+Pathos=HPHPO

11HumanBodySystems


BusinessOpera<ngSystem(BOS)


-Resources-Org-Design-Facili<es

Leadership (Driver)

People (Potential)

Culture (Behavioral Norms)

Strategy (Foundation)

Structure (Enable Execution)

Process (Implementation) Op9mal

BusinessPerformance

-Character-Influence-Communica<on(Glue)

-Awtude&Humility-Competence-Fit,Posi<on&Role

-Values&Teamwork-Trust&Respect-Accountability

-Existence(Customer)-Reality&PriorityIssues-Vision(SharedGoals)

-Standards&Metrics-Tools&Mee<ngs-DocumentedSOP

6Interdependent80/20L™Organiza<onalSystemsforOp<malBusinessPerformance

ChangingAnySingleSystemImpactsBOSPerformance

Who’stheBOS?

The3TypesofBalancedScorecardsandDashboards


NotGoodEnough


AGOODBalancedScorecardis…

•  WhatyouMEASUREiswhatyouget.•  It’snotwhatyouEXPECT,it’swhatyouINSPECT.•  IfyoucanMEASUREit,youcanMANAGEit.

…basedonthepremisethatmeasurementmo<vates&shapesbehavior,sowhymeasure?

1. ToMakeGOODDecisions2. ToDriveGOODAc<ons

JDListenThinkTalk

DecideAct


BalancedScorecardDefinedThe Balanced Scorecard is a Management Tool forcommunica<ngtheStrategicPlanoftheorganiza<onusingFinancialandNon-FinancialKRAMeasures.–CKC

ABalancedScorecardisNOTaBusinessDashboard


HBRonBalancedScorecards

Learning,Growth,Processes,CustomerandFinancialFocus

KRA

GOOD Balanced Scorecards include…

Example:

Financial

Customer

Internal

Learning

Business Objectives

• Shareholdervalue• Profit• Newrevenue

•  Differen9a9on•  Strategicalliances•  Customerservice

• Produc9vity• Newproductdevelopment• Segmenta9on

• Peoplepolicy• Alliancemanagement• Customerfocus

Measurements

• %dividendgrowth• Opera9ngMargin• Revenuefromnewservices

•  Targetmarket-share•  Profitsfromalliances•  Customersa9sfac9on

• Revenue/workhour• Productdevelopmentcycle9me

• Numberofini9a9vestargetedatprofitablesegments

• Managementcontrolspan• Numberof“learningpartnerships”

• %management9meinterfacingwithcustomers

Targets

• CPI+X%annually• Topquar9le• 25%inthreeyears

• Numberone• $Minfiveyears• Numberonecustomerra9ng

• Best-in-classwithinfiveyears

• Reducedby50%intwoyears

• 60%withinoneyear

• Tripleinthreeyears• 10infiveyears• 20%intwoyears

Accountabilities

•  FinanceDirector•  CEO•  BusinessDevelopmentManager

•  Marke9ngDirector•  BusinessDevelopmentManager

•  Marke9ngDirector

•  COO•  ResearchandDevelopmentManager

•  Marke9ngDirector

•  HumanResourcesDirector

•  BusinessDevelopmentManager

•  CEO

Clear Accountabilities Ensure Ownership CopyrightProtected.AllRightsReserved.

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…Key Result Areas (KRA), Business Objectives, Measurements, Targets & Accountabilities

Balanced Scorecard X-Matrix


Vision is Directional – You Must Chart and Navigate the Course


GOODDashboardDesign“An effec<ve Dashboard tool is a visual display of the most importantinforma<on needed to achieve and sustain business success; consolidatedand arranged on a single board or screen so the informa<on can be seen,monitoredandunderstoodwithabrieflookandlimitedstudy.”-CKC

KeepScoreandKeepItSimple


GOODDashboardPrac<ces

1. ChooseMeaningfulMetricsthatInfluenceandShapeProduc<veBehavior

2. MakeisVisualandUseColor3. MakeitIntui<veandPromotePublicTransparencyandAccountability

4. MakeitInterac<vetoMo<vateHealthyConversa<on

5. UpdateDailyandKeepitCurrent6. MakeitEasytoAccessandSimpletoUse

LeadershipRisesandFallsonCommunica<on


IfYou’reNotKeepingScore,You’re…onlyPrac<cing

Measure,MonitorandMasterYourBusiness

NumbersCount,but…


…the execu<ve who thinks inspira<on is a by-product ofproduc<on figures and dry-as-toast metrics misses the greatlessonsoftransforma<onalleadership.-CKC

TheBokomLineis…MetricsareInherentlyBoring!


ThePsychologyofPerformanceMeasurement

WesternElectric’sHawthorneWorksElectricCompany,IL1920

TheHawthorneEffect

StayConnectedtoPeople

KPC&KPIMagne<cWhiteboardDashboard


SAFETY QUALITY DELIVERY INVENTORY PRODUCTIVITY

BeBrief,BeBright,BeGone!

KPA&KPIMagne<cWhiteboardDashboard


MainKPC&KPITeamCenter

Congratula<onsTEAMforachievinga95%SupplierQualityScore!

Turn-Style(Kiosk)KPC&KPIDashboard


DepartmentalGroupLeaderKPC&KPITeamCenter


MainKPCSaaSDashboard


EstablishKeyPerformanceCategories(KPC)FirstandthenKPI(KeyPerformanceIndicators)forEachKPC

MainKPISaaSDashboard


Recogni<onandRewardsforKeyAccomplishments


Safety&WellnessTip:Interna<onalMen’sHealthWeek



Q&A