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Slide1: 

Conclusion Business Planning Methodologies: Use of the Strategy Map & Balanced Scorecard 16th June 2005

Slide2: 

Strategy V Tactics The case for change at OSNI The role of the Strategy Map and BSC How the Strategy Map &BSC have been developed How the Agency has been aligned with Strategy Map Linkage to individual performance planning Feedback mechanisms Purpose of this OSNI Best Practice Seminar

Strategy Map & Balanced Scorecard: 

Strategy Map & Balanced Scorecard Internationally recognised Strategy Map & Balanced Scorecard (BSC) developed by Kapler & Norton at Harvard Used internationally in private and public sectors, e.g. Tesco UK MOD Norwegian Airforce Royal Canadian Mounted Police Key management tool used by OSNI to set objectives, measures and targets, and link organisational and personal performance to our Corporate Strategy. Continuing to evolve our implementation of the BSC and to learn from best practice in its use BSC links naturally to European Foundation for Quality Management (EFQM) and Investors in People (IiP).

Strategic Planning & Implementation: 

Strategic Planning & Implementation Strategy & Tactics?

Most Organisations don’t know how to Execute Strategy: 

Most Organisations don’t know how to Execute Strategy They can’t DESCRIBE their strategy They don’t MANAGE their strategy They haven’t made strategy execution a CORE COMPETENCY WHY? “Less than 10% of strategies effectively formulated are effectively executed” -Fortune “In the majority of cases – we estimate 70% - the real problem isn’t bad strategy … it’s bad execution” -Fortune

Slide6: 

Strategy, Tactics and Implementation Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat. Sun Tzŭ c. 490 BC, Chinese military strategist Tactics is efficiency in climbing the ladder of success; strategy determines whether the ladder is leaning against the right wall. Adapted from Stephen Covey, American leadership consultant and writer

Slide7: 

An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success. Stephen R. Covey No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings. Peter F. Drucker Strategy - what has that to do with me?

Slide8: 

Who are we? What do we do? Why are we here? What kind of organisation are we and do we want to / must we become? What is the current strategy, implicit or explicit? What assumptions have to hold for the current strategy to be viable? What is happening in the larger, social, technological, political, competitive and educational environments? In which markets will we be active and in which geographic areas? What are our growth, size, and financial goals? What products and services will we offer to what customers at what price level? How will we distribute our products and services and what technologies will we employ? What skills, capabilities and capacities will we require and which ones are core? Some Strategic questions for any organisation

Slide9: 

Organisations fail because of poor choice and/or implementation of strategy Examples: Ryanair Versus BA, Tesco Versus W.H.Smith

Conclusion – You Can’t Manage Something You Can’t Describe: 

Conclusion – You Can’t Manage Something You Can’t Describe Managing Strategy Managing Money Managing Technology Managing People Managing Customers Managing Quality Strategy Board

OSNI: The Case for Change: 

OSNI: The Case for Change

Ordnance Survey: A history of its own: 

Ordnance Survey: A history of its own ‘Whereas you have represented unto Us that it will be advantageous to Our Service to raise an additional Company of Royal Sappers and Miners to be employed in the operations of the Survey in Ireland…’ George IV Royal Warrant 1824

Ordnance Surveys in the British Isles : 

Ordnance Surveys in the British Isles Partition of Ireland split Ordnance Survey into 3 3 different, independent organisational models built on a common history Some of the richest mapping at all scales available in the world today. Close cooperation on many issues but quite different funding regimes

OSNI: the National Mapping Agency of NI: 

OSNI: the National Mapping Agency of NI An Executive Agency within the Northern Ireland Government’s Department of Culture Arts & Leisure 2005: ca 167 Staff, in HQ and 4 regional offices 50 field surveyors 94 office-based technical grades 23 office–based admin grades Digital database of seven terabytes 18,000 Maps, Aerial photos and other spatial information Map 14,000 house units of change each year – 30,000 applications for planning Hold Pointer addresses for >800,000 properties 250,000 digital files supplied since 1992 Have delegated authority on Crown Copyright

OSNI’s Role: 

OSNI’s Role Supplier of mapping to: National, regional and local government Private Industry Value-added resellers General Public OSNI mapping: Underpins much of the Northern Ireland economy Recent PA report estimates £7bn/yr Acts as a base reference for all N.I. Spatial data

OSNI’s Purpose: 

OSNI’s Purpose ‘Maintain a topographic database to standards of currency, completeness and accuracy to meet the needs of customers’ i.e. to supply the Geographic Information (GI) framework through which data from one or more sources can be joined up, analysed and applied in support of business needs. OSNI exists to:

Mapping & Surveying historically ……: 

Mapping & Surveying historically …… Surveying was based on triangulation Measure base line by chains, rods, or tapes Measure angles by theodolite Very time consuming exercises Needed people on the ground Cartography was fine draftsmanship Required extreme patience and attention to detail Was based on wax etching and later Letraset Took months for a single sheet

Mapping Today is firmly in the Digital Era: 

Mapping Today is firmly in the Digital Era Surveying uses electronic theodolites, laser range finders, satellite positioning, pen computers,aerial photography, (ground radar and satellite imagery) Cartography is derived from digital databases, some updated daily Data is built up in layers Data can be manipulated using special software known as GIS External data easily linked through the map Map is built on “intelligent” points, lines and polygons, which are “attributed” and can be “interrogated”

Slide19: 

Large Scale Vector 1:1250 tiles

Slide20: 

Digital Mapping in use: GIS Screenshot

OSNI Revenue Trends: 

OSNI Revenue Trends Sales in 2005/6 £8m

OSNI’s Funding and Status: 

Currently a First Steps Agency within DCAL Employs User-pays business model as required by Treasury/DFP Information Fair Trader Accredited by HMSO Sustained revenue growth now shrinking funding shortfall Expected break-even within 2 years Migration to Trading Fund status once self-sustainability reached OSNI’s Funding and Status

Organisational Structure: put in place 2002/3 : 

Organisational Structure: put in place 2002/3 Chief Executive

Market Context: 

Market Context One certainty: Change will continue – in the GI industry and in NICS New technologies, (Lidar, Pictometry, satellite imagery, GPS, 3G phones, Broadband, Wireless communications, etc. Falling barriers to competitor entry New market opportunities Rising customer expectations New skills needed compared to 1995 OSNI wish to lead change, not react to it Every OSNI staff member is affected by and must be involved in that change

Government Context: Reform and Efficiency – What OSNI contribute: 

Government Context: Reform and Efficiency – What OSNI contribute Government’s Priorities Reform of key services (e.g. planning) Joining up, integrating, cross departmental working (e.g. Pointer, Mosaic) E government, information hubs Public service infrastructure (RPA) ONLine NI NICS Information Systems Strategy Encouraging use of OSNI information asset Sustainable funding of OSNI: Financial Operating Model (Trading Fund)

The wider context: 

The wider context European Commission Proposals on the reuse of public sector information INSPIRE (INfrastructure for SPatial InfoRmation in Europe) UK The government's crosscutting review of the knowledge economy New regulatory role of HMSO (OPSI)

Slide27: 

  The previous OSNI culture was a mixture : POWER CULTURE Like a web with a ruling spider Those in the web are dependent on a central power source. Rays of power and influence spread out from a central figure or group. Power derives from top person with whom a personal relationship is more important than formal title or position e.g. small entrepreneurial companies and political groups Extreme example: Stalin’s Soviet Union. Key behaviours: Wariness, risk-aversion, sycophancy, conformity, politicking, dominance, aggression, passivity, one man’s vision

Slide28: 

ROLE CULTURE or Bureaucracy Controlled by procedures, role descriptions and authority. Co-ordination is at the top. Job position & grades are central Precise job descriptions Standardised product/output. Example: Passport Office TV Licensing Key behaviours: Predictable, consistent, stable, structured, methodical, conservative, rigid,empire building, paper shuffling, impersonal, buck-passing, slow, unresponsive. Previous OSNI culture was also affected by being in Civil Service

Slide29: 

  In a rapidly changing environment another culture was more appropriate TASK CULTURE The network organisation Small teams co-operating together to deliver a project. Emphasis on results and getting things done. Example: NASA man-on-the-moon Key behaviours: Empowerment, discretion, self-managing flexibility, adaptability, talent, teamwork, problem-solving, innovation, challenging re-modelling.

Slide30: 

What type of organisation was the OSNI of 1995? What values and behaviours did it expect and get? What type of organisation should the OSNI of 2005 be? What values and behaviours would it need to ensure? What strategic management models would it need? OSNI’s organisation and culture?

How?: 

How? Effect change through Executive Leadership Conceptualise the Strategy Translate the Strategy to Operational terms Align the Organisation to the Strategy Make Strategy everyone’s job Maintain the momentum Review

Preparing for Strategic Planning :Strategy: 

Preparing for Strategic Planning : Strategy CE instigated two boards at OSNI in 2001/2 Strategic Board & Operational Board Separate terms of reference & Separate meetings SB members plus next management layer constitute OB CE chose the Balanced Scorecard as the management tool for OSNI Board members trained in BSC theory Strategy Map developed Methodology cascaded

Ordnance Survey of Northern Ireland (OSNI) Mission and Vision: 

Ordnance Survey of Northern Ireland (OSNI) Mission and Vision Mission is what we do: OSNI contributes to the public good by supplying the mapping information for Northern Ireland Vision is what we want to become:    We intend to be a leading, financially self-sustainable, public service, maximising the commercial potential of our information to minimise cost to the taxpayer. In this way we will enhance our public good role further, providing expertise, support, consultancy and advice on geographic information and geographic information systems, supporting Government and the wider Public Services in delivering on their objectives.

From Strategy to Individual jobs: 

From Strategy to Individual jobs Mission To contribute to the public good by supplying the mapping information for Northern Ireland Vision To enhance our Public Good Role Corporate Goal To achieve financial self sustainability Strategy Map Focuses OSNI on delivering our Mission, Vision and Corporate Goal Balanced Scorecard Uses mixture of lead and lag indicators / targets for every box Much work done by SMIT and middle/senior managers/boards in selecting and defining PPA & PDP Individuals’ work plans for all staff targeted specifically at relevant BSC Personal Development Plan supports both current and potential work

Strategy Map & Balanced Scorecard: 

Strategy Map & Balanced Scorecard Strategy Map and the integrally linked Balanced Scorecard illustrate what success will look like for the Agency. From four perspectives: Financial, Customer, Key Business Processes and Organisational Learning and Growth. Vision, Mission and especially Corporate Goal are translated into these specific quadrants, and further into specific measures and indicators of success through the Strategy map. Alignment of each of these four perspectives is the key to the focused and internally consistent development and implementation of strategy.

Values act as backdrop to management activities: 

Values act as backdrop to management activities OSNI values underpin our mission and our vision for the future. They describe the character of our organisation, what is important to us, and how we behave as individuals and as an organisation. OSNI's values are built on those of the Public Service, and relate to Customers, People, Integrity and Innovation.

Strategy Maps Applied to the Public Sector: 

Strategy Maps Applied to the Public Sector The Mission

Business Planning Hierarchy: 

Business Planning Hierarchy Link between Strategy Map – Corporate BSC – Divisional BSC – Branch BSC - PPA

Slide39: 

Customer Perspective Key Business Processes Organisational Learning and Growth Perspective Productivity Growth Mission: To contribute to the public good by supplying the mapping information for Northern Ireland Vision: To enhance our Public Good Role To achieve financial self sustainability Costs/Income Manage Costs Asset Management New Income Sustain Income Function/Choice Quality Service Relationship Strategic Competencies Key Job Key Competences Strategic Information Technologies Information Needs ICT Systems, Infrastructure Climate for Action Leadership, Teamwork Alignment Structure Culture SIAM Product Management Channel Management Data Update & Supply Managing our Customer Relations Corporate Goal

Corporate Balanced Score Card: 

Corporate Balanced Score Card

Corporate BSC – Finance Quadrant: 

Corporate BSC – Finance Quadrant

Slide42: 

Customer Perspective Key Business Processes Organisational Learning and Growth Perspective Productivity Growth Mission: To contribute to the public good by supplying the mapping information for Northern Ireland Vision: To enhance our Public Good Role To achieve financial self sustainability Costs/Income Manage Costs Asset Management New Income Sustain Income Function/Choice Quality Service Relationship Strategic Competencies Key Job Key Competences Strategic Information Technologies Information Needs ICT Systems, Infrastructure Climate for Action Leadership, Teamwork Alignment Structure Culture SIAM Product Management Channel Management Data Update & Supply Managing our Customer Relations Corporate Goal

Financial Perspective – 1.1: 

Financial Perspective – 1.1

Financial Perspective – 1.2: 

Financial Perspective – 1.2

Financial Perspective – 1.3: 

Financial Perspective – 1.3

Financial Perspective – 1.4: 

Financial Perspective – 1.4

Financial Perspective – 1.5: 

Financial Perspective – 1.5

Customer Perspective – 2.1: 

Customer Perspective – 2.1

Customer Perspective – 2.2: 

Customer Perspective – 2.2

Customer Perspective – 2.3: 

Customer Perspective – 2.3

Customer Perspective – 2.4: 

Customer Perspective – 2.4

Business Perspective – 3.1: 

Business Perspective – 3.1

Business Perspective – 3.2: 

Business Perspective – 3.2

Business Perspective – 3.3: 

Business Perspective – 3.3

Business Perspective – 3.4: 

Business Perspective – 3.4

Business Perspective – 3.5: 

Business Perspective – 3.5

Organisational Learning and Growth Perspective – 4.1: 

Organisational Learning and Growth Perspective – 4.1

Organisational Learning and Growth Perspective – 4.2: 

Organisational Learning and Growth Perspective – 4.2

Organisational Learning and Growth Perspective – 4.3: 

Organisational Learning and Growth Perspective – 4.3 CONCLUSION STRATEGY MAP

Summary: 

Summary A tool that needs involvement and clear leadership Keep it simple Hone it Explain it Integrate it into day-to-day activities Review it Adapt it

Balanced Scorecard: 

Balanced Scorecard Questions & Discussion

Business Planning Flowline: 

Business Planning Flowline Current Position