Planning Dialogs, Inc.
( formerly, STRATEGIC DIALOGS)
VISION
To Become The Leading Developer And
Marketer Of Tools
For
PLANNING ORGANIZATIONAL
PERFORMANCE
Dr. Jerry Wagner
President, Strategic Dialogs, Inc.
Presentation to UNT BCIS Department
[Footnote: Sadly, Planning Dialogs has also gone the way
of so many of the Dot.com startups after 2001]
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PERFORMANCE PLANNING NOW
EMBODIES
•
•
•
•
•
Strategic Planning
Tactical Planning
Operational Planning
Financial Planning
Budgeting
2
CHRONIC PROBLEMS
• Inarticulate goals, measures, & targets
• Corporate plans are not linked to
operating units and vice versa
• Strategy is not linked to budgets
• No feedback to monitor results
• Poor or no documentation of “How we
got here?”
• Communication with employees is weak
• No organized collaboration
3
SOLUTION
• Balanced Scorecards to develop
strategy
• Action Plans aligned with BSC’s
• Strategic Dialogs’ software
• Strategic Dialogs’ Professional
Facilitators
4
BALANCED SCORECARDS
• Managing organizations from multiple
perspectives and not just financial
• Goals must be measurable
• Goals must be supportive of each other
• The combination of goals makes a
strategy
• Alignment, alignment, alignment
5
BENEFITS
• Plans at all levels aligned with strategy
• People alignment from top to bottom
• Leveraged intellectual assets - everyone
can collaborate and contribute
6
NOT JUST ANOTHER FAD
• The 1996 article
– “Balanced Scorecard” by Robert Kaplan & David Norton
– is the most requested reprint in the history of Harvard
Business Review
• Cited as the most important new management tool of
this century
• Now available in book form:
– Kaplan & Norton, The Balanced Scorecard, 2001, Harvard
Press.
• 40% of the Fortune 1000 will adopt by 2000 (The
Gartner Group, 1999)
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NOT JUST ANOTHER FAD
• Every data base vendor has jumped on
the band wagon in last 90 days - back
end monitoring
• Federal law (NPRA) that federal agencies
must do strategic planning and measure
performance
• Possible impacts from Sarbannes-Oxley
8
e-DSS
Web Based Decision Support
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e-DSS™
Playing the Business Game of Success
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e-DSS COMPONENTS
Discovery development engine
Software for modeling business processes which are largely driven
by tacit Data, e.g., Balanced Scorecards (IQ.Collaborate)
Voyager development engine
Software for scenario modeling & analysis which combines tacit
and explicit data (IFPS)
Professional Facilitators
Guidance, support and mentoring
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TECHNOLOGY FIT
NON-STRUCTURED
COMMUNICATIONS
MODELING OF
PERFORMANCE
SCENARIOS
CAPTURE & EVALUATE TACIT DATA
FOR MODELING BUSINESS PROCESSES,
E.G., BALANCED SCORECARDS
WAREHOUSE & MANIPULATE EXPLICIT DATA
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TECHNOLOGY FIT
Discovery, IQ.Collaborate
“Strategic Dialogs”
LOTUS, AOL, MS
Voyager
“Strategic Dialogs”
SAS, SAP, PEOPLESOFT, ORACLE
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KNOWLEDGE MANAGEMENT
CATEGORIZED TYPES OF DATA
• Explicit data
• Tacit data
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EXPLICIT DATA
• Codified data such as found in computer
data bases, e.g., personnel, financial
manufacturing, etc.
15
TACIT DATA
• Data being carried around in peoples
heads, such as
• Ideas, opinions, beliefs, judgements
• The data that decision makers use to
drive real decision making
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Tacit Data Capturing and Evaluation
Real Intelligence for DSS
17
PERFORMANCE PLANNING
PROCESS
• Step One - Create Balanced Scorecards
to formulate strategy
• Step Two - Model scenarios to evaluate
the benefits and costs of alternative
initiatives -- arrive at plans and budgets
• Step Three - Collect operational data to
monitor performance
18
STEP ONE - BUILD A
BALANCED SCORECARD
•
•
•
•
•
•
Choose perspectives
Suggest and prioritize goals
Identify measurements for each goal
Identify cause and effect relationships
Choose targets
Identify and prioritize initiatives
19
THE FOUR “DEFAULT” PERSPECTIVES
1.
2.
3.
4.
Customer
Learning & Growth
Business Processes
Financial
20
THE SOFTWARE PROCESS FOR
BUILDING BSC’S
•
•
•
•
Collaborate to generate ideas
Collaborate to evaluate ideas
Collaborate to prioritize ideas
Collaborate to arrive at consensus
Let’s attempt to define, quantify and
measure…
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e-DSS™
Playing the Business Game of Success
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STEP TWO - TRANSLATE
STRATEGY INTO ACTION
• Model and analyze initiatives
suggested by the Balanced Scorecard
• Trade off costs and benefits
• Allocate resources to initiatives which
are aligned with goals
28
e-DSS™
Playing the Business Game of Success
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THE SOFTWARE PROCESS FOR
BUILDING SCENARIOS
• Use your words with any speaking
language
• Describe a plan or scenario in “English”
equations
• Place equations in any order
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THE SOFTWARE PROCESS FOR
USING FUNCTIONALITY
• Pick the variables of interest
• Pick what you want to do, e.g., “What If”
• Tell it what you want to do, e.g., “What profit
you want in 2002?”
• Click on the “Show Me” icon and there is the
answer
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AN SBU FAMILY
OF PERFORMANCE MODELS
Customer
A
B
C
D
Learning
& Growth
Financial
H
I
J
K
E
F
G
Business
Processes
L
M
N
SBU Cost
Benefit
Model
Resource
Allocation
Balanced
Performance Plan
42
STEP THREEUSE A DATA BASE PACKAGE
• Capture operational data
• Analyze operational data
• Report operational data
43
RESULTS
• Plans at all levels aligned with strategy
• People alignment from top to bottom
• Leveraged intellectual assets - everyone
can collaborate and contribute
• Stakeholder satisfaction
44
BOTTOM LINE
• Maximizing value of all intellectual assets
• Consistent with Knowledge Management,
i.e., intellectual assets are our most
important assets
45
e-DSS™
Playing the Business Game of Success
46
University Support Program
Support the establishment of e-DSS
Centers for University Research and
Practice
47
That’s The Strategic
Dialogs Story . . .
Thanks for Watching!
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e-DSS™
Playing the Business Game of Success
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