3/30/16 Strategic Roadmap for Culture of Innovation & Program Scorecard Project Sponsor: Tom Vellenga MBA 6220 Team 4: Katie Blake, Molly Daugherty, Ryan Halsch, Ian Kitchen, Jon Lund, Rahul Shah, Liz White Agenda • Project Goals – Determine what is in scope and out of scope – Develop a strategy map / goal tree – Develop a comprehensive innovation program scorecard • Recommendations • Supporting Findings • Conclusion • Q&A How can we drive Carver County forward using innovation as a source of growth? What are we looking to achieve? Identity Identifies who we are. Carver County Vision Outlines where we want to Keeping Carver County a great place to live, work & play be. Mission Meet service requirements & special needs of our residents Defines our purpose & how we will get to where we want to be. Goals Culture Communities Connections Growth Finances Serve as the foundation for all strategies, work & priorities Innovation Strategic Project Innovation Voice of Human Introduces new ideas & Project Lessons Leadership Operating Impact & Culture Customer Pipeline Capacity Learned creates better solutions. Engagement System Benefits Assessment A well executed strategy leads to desired strategic results. 1
3/30/16 Foundation of Innovation Innovation Strategic Project Innovation Voice of Project Human Lessons Leadership Introduces new ideas & Operating Impact & Culture Customer Pipeline Capacity Learned Engagement creates better solutions. System Benefits Assessment Level 1 Level 2 • Customer experience • Risks managed/mitigated & satisfaction • Employees are empowered • Employees are engaged • Resilient, relationship Level 1: Level 2: • Creative, collaborative, & builders, flexible Problem Problem accountable • “We will look for • “We can fix this” Solver Preventer opportunities” Level 4 Level 4: Level 3: Level 3 • Breakthrough strategies, Creator of a Continuous • Hub for consultation, programs, services New Future Improver resources, info • Organization is aligned • Visionary, strategic thinkers, • Everyone is contributing and sharing inspired • Learners, leaders, change • “We shape the future” catalysts • “We can bet better” Innovation is all around you and occurs in many different forms. RECOMMENDATION #1 Strategy Road Map Goal Strategies Initiatives Team 5: Strategic Operating System & Roadmap Align & Manage Strategy Team 5: Goals & Key Performance Indicators Foster a Culture of Excellence Evaluation, Policy, Research, Analysis (EPRA) Support Decision Making and Innovation Team 7: Voice of the Customer, Internal & External Project Charters Actions Team 3: Project Pipeline Health Improve & Innovate Team 7: Innovation Model: Excellence Leads to Innovation Team 6: Human Capacity: County Involvement & Governmental Partners Leverage Knowledge Team 6: Training & Leadership Involvement Team 2 & 8: Culture | Employee Engagement | Innovation Achievement Program Lead Change Team 9: Change Management Program Scorecard A “goal tree” provides linkage and alignment, connecting your strategies to operations. 2
3/30/16 Project Charter Goal Statement & Project Scope Business Case & Problem Statement Goal Statement: Business Case: • Should start with a verb (reduce, eliminate, increase, • Explanation of why to do the project control), then should explain what the project will do by what • For example, will it improve customer satisfaction, decrease percent, dollar amount in what time frame defects, increase market share, save estimate dollars… • i.e. Reduce cost by $100K by 12/31/2016 relate it to the business objectives In Scope: • Activities required to complete the deliverables Problem / Opportunity Statement: • Process dimensions, available resources • Description of the problem/opportunity and objective in clear, • On what process with the team focus on? What are the concise, measureable terms boundaries of the process you would like? • Period of Problem/Opportunity: _______________________ • Where the Problem/Opportunity is occurring: ____________ Out of Scope: • Customer Impacted: • Activities that will not be included in the scope of work ________________________________ • Other processes that will not be reviewed in this project Key Deliverables & Milestones scope Measures Start Date _________________ Measure Baseline Goal Data Source Tollgates (targeted): • Deliverable #1 target date ___________________________________________________ • Deliverable #2 target date • Deliverable #3 target date Financial Impact: • Deliverable #4 target date • Is this a cost avoidance? Estimate • Deliverable #5 target date • Is this a productivity enhancement? Estimate • Will it impact volume, create incremental sales/new Team Members accounts? Estimate • Sponsor: Voice of Customer _________________________________________ • Project Manager: __________________________________ If you have identified Customers, segment into Internal and • Core Team Members: People, Responsibilities External/Consumer vs. B2B Client and include some of their • Key Stakeholders: People impacted, Role involvement comments that relate to the problem Identifies your project vision and creates a fluid path for your project team. Action Plans Team 3: Project Pipeline Health Charter Improve & Innovate Team 7: Innovation Model: Excellence Leads to Innovation Actions 3.1 Create Pipeline input spreadsheet Team 3: Project Pipeline Health 3.2 Develop rubric weighting system 3.3 Measure pipeline time component 7.1 Identify current state of innovation Team 7: Innovation Model: Excellence Leads to Innovation 7.2 Create project plan to map development path 7.3 Introduce “service revolution” A sequence of steps or activities that must be performed for your strategy to succeed. Weekly Status Report 0% 50% 100% Strategy: Improve & Innovate Project Status ____/____/____ Initiative: Project Pipeline Health Action: 3.1 Create Pipeline Spreadsheet Key Accomplishments Key Work – In Progress Issues & Points of Discussion • • • • • • • • • • • • • • • Resources Activity Competency Person Materials Equipment Supplies Other Host Kaizen Training event Lean Management/ Joe Smith Training Laptop, projector Battery, bulbs Six Sigma guides, pens Communication Audience Output/Action Date/Time Delivery Lead Feedback Loops Who are the recipients of What is being When will the information How will the info be Who is responsible for How to ensure the information communicated be communicated communicated communicating the info communication is 2-way Enables project transparency, gauges your team member progress and identifies issues. 3
3/30/16 RECOMMENDATION #2 Program Scorecard “I often say that when you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind. If you can not measure it, you can not improve it.” Lord Kelvin, British scientist “A ... scorecard monitors the progress toward accomplishing the strategic objectives in the strategy map.” (Cokins) Program Scorecard Goal Objective Measure Target Actual Status Project Impact and Financial Return FTE Savings 5% 6% 120% Benefits (Team 1) Goals Overarching principle that guides decision making Specific, measurable steps taken to meet the goal Objectives Measures Definition of how objectives are quantified Targets Value that marks success in achieving objectives 4
3/30/16 Program Scorecard: Pros/Cons Purpose: Why: assessment and evaluation of corporate activities in terms of overall strategy and vision What: focus on four perspectives - customer perspective , learning and growth perspective, internal business processes perspective and financial perspective . How: five to six metrics are identified with justification for each of the perspectives. The data derived from these metrics should be able to help managers understand how a new project is performing. Benefits: • Through the metrics identified, managers should be able determine a project’s performance through the function of the perspectives identified • Important to have simple, meaningful and measurable metrics Assess and evaluate your corporate activities in terms of overall strategy and vision. Long-Term Program Scorecard Carver County is not in “business to make money, but rather to provide mandated services to satisfy constituents and members and provide needed services efficiently and effectively” Balanced Scorecard Institute For Government For a Business • Customer/Stakeholder • Financial/profit margin/loss Perspective perspective (FTE) • Financial Stewardship • Internal/completion Perspective perspective • Internal Process Perspective • Learning/Growth Perspective • Organizational Capacity & • Customer Perspective Learning and Growth Perspective • Project Impact & Benefits • Lessons Learned, Satisfaction, and Communication • Project Pipeline and Innovations beyond Kaizen and Lean • Strategic Operating System • Human Capacity • Innovation Model VOC • Innovation Culture Assessment + Analysis/Action Planning • Leadership Engagement & Change Management Carver County will blend Gov’t and Business needs for future outcome of balanced scorecard SUPPORTING FINDINGS 5
Recommend
More recommend
