1StrategyArticulationQuantumPerformanceMeasurement2QuantumPerformanceMeasurementModelPERFORMANCEEnablersDriversProcess3CategoriesofMeasuresQUALITYCOSTTIMEThe“goodness”ofaproductorserviceThe“goodness”ofaprocessTheeconomicsof“goodness”4SessionAgendaAfternoonIntroductionDriversStrategiesGoalsMorningCriticalProcessesPerformanceMeasuresStrategyArticulationPlanSummary5Whatareyourexpectationsforthissession?6CharacteristicsofourMeetings7SessionGuidelines•••••••8Areweontrack?ResultsProcess12345NotatallAbsolutely9BusinessStrategyAssessment1.Keypeoplefromallprimaryareasofthecompany—engineering,researchanddevelopment,finance,humanresources,manufacturing,marketing,sales,andothers—participatedeeplyinthestrategydevelopmentprocess.2.Thebusinessstrategyisclearlydefinedtoprovideadequatedirectionforallareasofthebusiness.3.Thebusinessstrategystatementiswidelycommunicatedthroughouttheorganization.4.Thestrategicplanningprocessaddressesbothinternalandexternalfactorsthatsignificantlyaffectthebusiness.5.Thebusinessstrategiesarereviewedatleastannually(morefrequentlyinperiodsofhighchange)toensurecontinuingvalidityandcongruencewithoneanother.6.Seniormanagement,asagroup,reviewsprogressonallmajordevelopmentandimprovementinitiativesatleastonceperquarter.7.Thestrategystatementsareusedbytheappropriatepeopleasaguideindevelopingthebusinessplanaswellasthesalesandoperationsplans.qqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq12345NotPartlyDoneDoneDone10StrategyAnintegratedsetofdecisionsandactionsaimedatachievingQuantumPerformance.11QuantumPerformanceThelevelofachievementthatoptimizesvalueandservicetoallstakeholders12QuantificationofhowwellactivitieswithinaprocessoroutputsofaprocessachieveaspecifiedgoalTheVocabularyofStrategyVISIONWhattheorganizationhopestobecomeMISSIONTheorganization’sbusinessGOALSPerformanceresultsdesiredinthefutureCRITICALPROCESSESProcessesessentialtoachievingorganizationalgoals.PERFORMANCEMEASUREVALUESThefundamentalbeliefsoftheorganizationQuantificationofhowwellactivitieswithinaprocessoroutputsofaprocessachieveaspecifiedgoal13QuantumPerformanceMeasurementModelPERFORMANCEEnablersDriversProcess14MarketDifferentiatorsOrganizationalGoalsCriticalProcessesDriversVisionMissionValuesStrategyArticulationMapKeyActivities15StrategyArticulationMap:TheBeatlesPick“Big”venuesFacilitateJohnandPaulsworkingrelationship“TheFabFour”image•Paul:Thegentlechoirboy•John:Theintelligentlivewirewithanaggressivewit•George:Theintrospectivemusician•Ringo:TheclownMarketDifferentiatorsOrganizationalGoalsCriticalProcessesBandofIndividuals:The“FabFour”Holdsell-outconcertsinbigvenuesExploitallmedia--especiallyTVSellmorerecordsthanElvisAchievepublicawarenessofFabFour100%sell-outconcertsAppearonallmajormediaoutletsRecordProductionImageCreationStagePerformanceRecordPromotionDriversTodevelopaband“biggerthanElvis”•Alwaysbepolite•Beavailabletothemedia•Noswearing•Nomarriage•Nevercommentonpolitics,religionordrugsTodevelopandpromoteabandwithan“identifiable”image,broadbasedpersonalappealandacceptabilitytotheexecutives,producers,andpromoterswhocontrolaccesstothemusicindustry’schannelsofdistributionVisionMissionValuesPursuerecordproducers,concertpromoters,disc-jockeysandTVproducersStageuniforms•Beatlejackets,bootsandhaircutReplacePeteBestwithRichardStarkey(changenametoRingoStarr)Purchaseseveralhundredcopiesof...
