↔↕ :Double Feedback Loop
ARIS :Architecture of Integrated Information System. Graphical display (representation) language for Process (1.SADT ,2.ARIS).
Assessment & Evaluation : assess the current organization situation (AS IS ) before BSC Implementation .Evaluate the organization situation after BSC Implementation.
Activity-based cost / management :(ABC/M) An alterative to
traditional accounting methods, providing an activity view of
where overhead is assigned in businesses( Cost Centers), reducing the general distortion often suffered .This model, introduced by Professors Bob Kaplan and Tom Johnson, has grown to be an understood method for costing products and services in the Global co.1990.
Balanced Scorecard (BSC) : A formalism, methodology, and
framework that translates strategy to actionable and measurable
objectives. Following four perspectives, BSC balances these objectives among nonfinancial and financial, leading and lagging, operations and finance, as example. This methodology allows for all
parts of the organization to know and understand their contribution
to strategy.
Carefully selected set of quantifiable measures (Metrics / KPI’s/Barometer / Thermometer/Ruler) derived from an organization strategy. The Measures selected for BSC represent a tool for leaders to use in communicating to employees & External Stakeholders. The outcomes & performance drivers (Leading Indicators e.g. Customer Satisfaction Questionnaire )by which the organization will achieve its mission& strategic objectives. F : Financial Perspective ,C: Customer Perspective , IP : Internal Process (Operation-Innovation) Perspective & E : Employee Learning & Growth Perspective ( HCM : Human Capital Management , ICM : Information Capital management & OCM : Organization Capital Management.
Balanced ?( out of BSC) :1.Balance between S-T/ L-T Objectives
2. Balance between Financial / non- Financial measures .
3. Balance between Lag / Lead Indicators.
4. Balance between Internal / External Performance.
But balance of weight of each perspective is not a must. Usually Financial Perspective relative weight 40-70 % & other 3 perspectives relative weight 10-20 %.
Benchmarking :Comparing metrics between companies or peer
organizations.
Cascading the scorecard : The action of driving objectives, measures, targets, and initiatives into the organization and through
multiple levels.
Cause and effect : The effect of recognizing the relationship
among strategic themes and their impact on one another.
Champion : A person who is tasked or has taken the role of motivating ,articulating change and organizing business transformation.
Competence(Competences) : cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation.(KSA /KESAA )
Core competency (Competencies) :The basic set of capabilities and habits a corporation has that is unique to its personality and skills. Cluster of extraordinary abilities or related 'excellences' that a firm acquires from its founders, after consistent striving over the years, and which cannot be easily imitated. Core competencies are what give a firm one or more competitive advantages, in creating and delivering value to its customers in its chosen field. (core capabilities or distinctive competencies/ core rigidities).
Data obesity : A phenomenon in which organizations are flooded
with data at all levels and cannot use it or understand its value.
DSS :Decision Support System
ESM :Executive Strategy Manager
Information starved : A phenomenon in which organizations are
unable to discover relevance in the information they have to work
with.
Initiatives : The key programs an organization must undertake to
enable objectives to be achieved. Some take the form of change
programs like ISO 9001 or leadership training.
Key performance indicators(KPIs): Known in the industry as essential measures that are critical for strategic or tactical realization.
Lagging indicator : A measure(s) that is identified only after an
event occurs.
Leading indicator : A measure(s) that can indicate the result of an
event prior to it occurring.
Learning adoption cycle :The process of moving an organization
through four phases:
1. Trigger phase. An event that forces everyone to take a second
look at solving problems.
2. Education phase. The process of learning of solutions to the
existing problems to answer the question ,“What is it?”
3. Pilot phase. The process of testing the solution in a small unit or
section of the organization to answer the question ,“Does it
work for me?”
4. Production phase. The process of moving into a sustainable enterprise model with the question ,“Can it work continuously?”
Measure (Metric): A quantifiable formula whose variables define what needs to be measured and monitored in order that a target is
achieved.مسطرة – بارومتر - ترمومتر
Mission (Mission Statement): Why an organization exists and what it is charged with. A mission statement defines why an organization exists; the organization's purpose
Objective : A goal to be achieved that is SMART :Specific, Measurable, Actionable ( Achievable or Agree Upon ),Realistic & has Time Frame (ends in a period of time) :results in an achievement
( Deliverables interim & final / Results / Output).
OLAP : An on-line analytic processing. Database methodology that
is a way to view multidimensional information. Software exists to
ease this process.
Operation :How ?
Operational Excellence (OE) :Doing an activity well.
Organizational resilience (Flexibility ) :The innate ( inherent – intrinsic ) ability of an organization to take change and make change without destroying the key strategic themes it is targeted toward .The strength in an organization that can change its strategic themes and see it reflected in actions and corresponding performance measures.
Performance measure : The methods to align ( Make Parallel) performance results to measures and to manage this process.
Performance measure dictionary : A document that collects,
describes, and manages all the descriptions and connections in a
set of measures of performance of a corporation.
Perspectives (P.) : BSC describes four main perspectives to consider in formulating strategic directions:
1. Financial perspective. Key financial objectives that define the
overall strategic themes achievement.
2. Customer perspective. Issues of value, competency, and customer related objectives.
3. Internal perspective. Operational, channel, and group objectives
that lead and support the financial and customer goals.
4. Learning and growth perspective. The objectives that feed all other
perspectives as the foundation (Enabler) for mobilizing and sustaining the organization is strategy realization .Prospectus شفاف – يرى من خلال
Return on Investment (ROI): In the private sector, the annual financial benefit after an investment minus the cost of the investment. In the public sector, cost reduction or cost avoidance obtained after an improvement in processes or systems, minus the cost of the improvement.
Rollover Function :features & functions give a good analytical picture.
SADT : Strategic Analysis & Design Technique. Graphical display (representation) language for Process (1.SADT ,2.ARIS).
SAP : Systems , Applications & products in Data Processing. ERP Solution ( Program – Software).
Software :
1.Microsoft Excel ( Spread sheet Solution e.g. Open Office. Org 3.1) with enabled Macros.
2. TAQAT ™ e-Strategic Business Management Suite www.taqat.com.eg info@taqat.com.eg TAQAT hotline: 010-909-808-5
Eng. Hesham Shata ,Business Development Manager ,
Mobile: 010-441-9969
3.QPR : www.qpr.com
Quality , Process & Results .Arabic Language Support .
4.ERP/SAP/SEM : Strategic Enterprise Management
5.ERP/SAP/CPM :Corporate Performance Management
SPACER : Safety ,Agenda ,Code of Conduct ,Expectations & Roles / Responsibilities .
SWOT :Strengths, weaknesses, opportunities, and threats ( 4th analysis التحليل الرباعي) analysis A method and framework of strategic competitive analysis that outlines strengths ,weaknesses, opportunities, and threats in the marketplace.
Strategy (S.):* Why ? strategy answers why? question.
Strategy is a dynamic process
Strategy (S.):3 categories : 1.Corporate S. ,2.Business S. & 3.Functional S.
STRATEGIC PLANS Fail is due to inadequate:1.Implementation Planning 2. Leadership Communication 3.Buy-in engagement / Rewards 4.Time & or Resources
Successful strategy 3 elements :- 1.Focus 2.Divergence 3.Compelling (convincing – persuasive )Tagline
Strategic Management (4 factors model) :1.Strategic Planning (External Environment) 2. Organization Structure & Culture
3. Strategic Control (Internal Environment) 4.Resources Demand & Allocation .
SBU :Strategic Business Unit
Strategic paradox (contradiction) النشاز:The syndrome in which the management team of an organization believes that strategy is being executed in one fashion while the real activities of an organization are performed
counter or different to the strategy.
Strategic positioning : Performing similar activities differently
while capturing customer attention and value ( Competitive Edge).
Strategic theme (Strategic Thrust{ force – power}):Key strategic objectives for differentiation ,focus , and market dominance (Sustainability).
Strategic variable: Key drivers and assumptions to strategy
themes that, once changed or altered, can affect the validity of the
strategy.
Strategy mapping :The process of linking all the strategic objectives
within the four perspectives into a cause-and-effect map.
Tactics :What ?
Target : A numeric or nonnumeric value representing a desired
result.
Task-relevant leadership :The leadership qualities that fit the
necessary skills required to complete a task.
Task-relevant readiness : The combination of characteristics that,
if taken together, forms the basis of being ready for transformation.
The elements that make this readiness are:
• Collect the ingredients to project ignition.
• Align the program to the organizational personality.
• Educate the enterprise.
• Move from agreement to commitment.
Threshold: (عتبة – حد ) A specified numerical value of a performance metric. Thresholds are often used to indicate changes from red to yellow to green (or other colors) in displays of performance data.
Value Proposition (Proposal- Offer) (Customer Value Proposition) : Usually associated with products and services, this is the emotional, symbolic, and practical residue after a customer envisions payment for a product or service. is the unique added value an organization offers customers through its operations; the logical link between action and payoff that the organization must create to be effective. Three aspects of the proposition include Product/Service Attributes (Performance/ Functionality considerations such as quality, timeliness or price), Image and Relationship.
Value: (1) Benefit per unit cost; (2) one of several general guiding principles that are to govern all activities.
Value-added (Added Value): Those activities or steps that add to or change a product or service as it goes through a process; these are the activities or steps that customers view as important and necessary.
Values : In contrast to a mission, which is why an organization exists,
the values are about how an organization wishes to exist.
Vision :The sight of the mind. An organizational vision is the
statement of what an organization sees as the state of the future.
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