Realisation of the SAS France Balanced Scorecard
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1 Realisation of the SAS France Balanced Scorecard Alexandre Ghilardi Student / Trainee EISTI / SAS Institute
2 SAS Strategic Performance Management formerly Strategic Vision SAS proposes solutions to measure and monitor operations throughout the enterprise more effectively and consistently. 2
3 Balanced Scorecard?! 1992/1993 :! articles of Robert Kaplan and David Norton in the Harvard Business Review! 1996 : book «The Balanced Scorecard»! 2001 : book «The Strategy- Focused Organisation» «It s not a new scorecard but an integrated system of management which allows to support the strategy implementation» 3
4 Balanced Scorecard : Strategy management method! Translate strategy into operational objectives and share information across the organization! Model the performance! Measure key performance indicators! Mobilize organization resources 4
5 Balanced Scorecard beyond short-term financial indicators Financial Indicators Operational Indicators Classic Pioneer 5
6 SAS Strategic Performance Management Decomposition! Strategy! Vision! Strategic Objectives! Measures! Initiatives 6
7 in 4 perspectives Financial Profit Benefit Cash Flow Growth People Productivity Satisfaction Loyalty Strategy Customer Satisfaction studies Customer loyalty Market share Profitability Process Time Production Exploitation costs Quality 7
8 Concept What do we have to bring to shareholders? Stake Measures Objectives Initiatives Financial What can we bring to customers in order to strengthen our relations? Stake Measures Objectives Customers Initiatives Vision Causes/ and Effects Stratégy What are the process essential to shareholders and customers satisfaction Stake Measures Objectives Initiatives Process How can we drive changes and improvements? Stake Measures Objectives Initiatives People 8
9 SAS in France! employees! 10 departments: DG, FIN, CONT, DRH, MKT, VNT, PART&COM, SNT, SVC GEN! 6 offices: Grégy, Lyon, Nantes, Aix, Toulouse, Vincennes Nantes Grégy Vincennes Toulouse Lyon Aix 9
10 Managing by estimating performances! Objectives : Material expressions of the strategy! Indicators : Numeric measures showing the achievement degree of objectives! Targets : Levels wished for performance or improvement! Evaluations : Qualitative appreciations of the achievement degree! Initiatives : Actions intended to reach the objectives. 10
11 Com m unicate the com pany Vision Clarify the com pany Strategy S T A G E S Define Strategic O bjectives People Process Custom ers Financial 1 er obj : 1 er obj 1 er obj 1 er obj 2 e obj 2 e obj 2 e obj 2e obj Organize into a hierarchy the strategic projects Define relations of causes to effects Choose the M easures Indicators (KPI) Display the BSC 11
12 Interviews with managers! Definition of the strategic projects bound to the department activity! Definition of the strategic objectives bound to these projects! Model of performance! Choice of measure indicators bound to the strategic objectives 12
13 Applied method! Preparation! Interview! Formalization! Validation! Declination 13
14 SAS Strategic Performance Management 14
15 15 Copyright 2002, SAS Institute Inc. All rights reserved.
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