Organizational Wellness through
Sequestration and Beyond
Nov 2012
Proprietary Information Included
Facts on Sequestration
• Cuts will be $1.2 trillion total.
Cuts begin to
take effect on
January 1st,
2013 since the
bipartisan
supercommittee
did not agree to
a $1.2 trillion
deficit-reduction
package back in
November of
2011.
• Will be evenly divided over a nine-year period.
• Cuts are evenly distributed between:
• defense spending (except that on wars);
• discretionary domestic spending (does not
include Social Security, Medicare, Medicaid,
Veteran’s Benefits).
• Cuts are across the board
(no discretion by legislators).
• Range from 7.6% to 9.6%
of each budget.
• 2012 Budget $3.8 trillion.
Facts on Sequestration
NSBA fears that
small businesses
will bear a
disproportionate
and unfair
burden under the
current
sequestration
plan.
• 2012 Social Security, Medicaid, Medicare, Vets
benefits is $2.25 trillion.
• Cuts in 2013 have to come in what is left over (about
$1.6 trillion).
• Can be avoided if Congress passes another budget
deal that would achieve at least $1.2 trillion in deficit
reduction.
• Republicans don’t want to raise taxes to generate the revenue.
• Democrats are reluctant to
make dramatic changes to
entitlement programs to
achieve savings.
• There is talk of a stopgap
plan during the lame-duck
session to buy legislators
more time to come up
with a grand bargain.
What Can a Government Contracting
Small Business Do ?
NSBA fears that
small businesses
will bear a
disproportionate
and unfair
burden under the
current
sequestration
plan.
• Identify government cost overruns and ensure
government is aware that they are their responsibility.
• Ensure all Firm-Fixed Price contracts are accurately
assessed and that the government does not create
mission creep at your expense.
• Ask for performance reviews on time to show value to
the government.
• Market and Diversify your portfolio in terms of the
following:
•
•
•
•
Types of contract vehicles (IDIQ, FFP, T&M, etc…)
Agencies supported (both Prime and Subs)
Capabilities Offered
Commercial and Government clients (domestic/International)
• Conferences (such as VA Small Business Partnership)
• Offer to restructure your contract vs. termination.
What Can a Government Contracting
Small Business Do ?
• Cross train vs. hiring after attrition.
• Freeze wages and limit bonuses.
• Lower overhead costs.
Improve your
overall
effectiveness
through a
mixture of
marketing
diversity and
strategic
planning.
• Only hire when there is a billable
position.
• Solidify relationships with
in-person visits.
• Find efficiencies and be
effective.
• Measure performance
• Develop and Maintain a
Strategic Plan.
Organization Wellness & Development Model
Including Balanced Scorecard
Strategic Planning
As part of
ensuring the
wellness of an
organization
the Balanced
Scorecard can
be a key
component.
Understanding
how each
element within
the BSC relates
to one another
for the
betterment of
the
organization is
paramount.
Organizational Review
and Strategy Phase
Strategy Map Phase
Scorecard Phase
Operational Phase
•Organizational Review (of current doc’s, SOPs, Inst)
•Strategy Canvas (Defining Competitive Advantage)
•Confirm/develop SWOT/Customer/Stakeholder
•Confirm/develop Vision/Mission/Core Values
•Themes/Results
•Perspectives
•Objectives
•Objective Statements
•Assign Owner/Updater Responsibility
•Measures
•Targets
•Thresholds
•Initiatives
•Data Dictionary
•Cascading/Alignment
•Automation (QuickScore Software)
•Governance (Management, Sustainment)
•Budgeting and Resource Allocation
Proprietary Information Included
To be a world-class organization.
Core Values:
Finance
Strategic Themes:
Honor ~
Respect
F 2.0 Improve
Shareholder
Value
C 2.0 Optimize
Operations
IP 1.0 Improve
Operational
Business
Practices
IP 2.0 Improve
Adherence to
Regulatory
Processes
LG 1.0 Optimize
Human Capital
LG 2.0 Improve
Infrastructure
Usage
C 3.0 Improve
Timeliness
Proprietary Information Included
~
Trust
Business Process
Excellence
F 3.0 Improve
Revenue Growth
Internal
Process
C 1.0 Improve
Quality
Loyalty
Enhanced
Partnerships
Effective
Communication
F 1.0 Improve
Productivity
~
Learning
and Growth
Customer
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
Operational
Excellence
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
Vision:
Mission:
Organizational Maturity Model
Organizational
maturity occurs
when an
organization not
only develops
measures of
success, but puts
goals to those
measures and
then drives
strategy through
measuring
strategic
performance in
addition to
project level
performance.
Metric Management:
The organization
measures projects and
other individual efforts
of success.
Performance
Management: The
organization sets goals to
the measures identified
in level 1 and holds
personnel accountable
to performance.
Proprietary Information Included
Strategy Management:
The organization drives
strategy by identifying
strategic objectives,
identifying strategic level
measures and aligning
projects and individual
efforts to achieve that
strategy.
Organization Wellness & Development Model’s
Transparency Model
This model
shows how
Spider Software
is integral to
ensuring a
transparent
view of
performance
and strategic
management
aspects of your
organization.
This includes
ROI of contract
support which
enables you to
reach your
strategic
objectives and
vision.
Three functions,
one software
tool.
Internal
Strategic
Management
Internal
Performance
Management
Proprietary Information Included
External
Performance
Management
Organization Wellness & Development Model
Including Balanced Scorecard
Strategic Planning
In this Phase
we get a flavor
for the cultural
constraints
and enablers
as well as
preferred
practices and
techniques of
the
organization
which
ultimately
ensures a
smooth
strategic
transition.
Organizational Review
and Strategy Phase
Strategy Map Phase
Scorecard Phase
Operational Phase
•Organizational Review (of current doc’s, SOPs, Inst)
•Strategy Canvas (Defining Competitive Advantage)
•Confirm/develop SWOT/Customer/Stakeholder
•Confirm/develop Vision/Mission/Core Values
•Themes/Results
•Perspectives
•Objectives
•Objective Statements
•Assign Owner/Updater Responsibility
•Measures
•Targets
•Thresholds
•Initiatives
•Data Dictionary
•Cascading/Alignment
•Automation (QuickScore Software)
•Governance (Management, Sustainment)
•Budgeting and Resource Allocation
Proprietary Information Included
Southwest Airlines Strategic Profile
Factors of Competition
Car
high
Southwest
The strategic
profile of
Southwest Airlines
differs
dramatically from
those of its
competitors in the
airline industry.
Note how
Southwest’s
profile has more in
common with the
car than with the
profile of other
airlines.
Investment
Other
Airlines
low
meals
price
lounges
seating
choices
hub
connectivity
friendly
service
bags
Adapted from Charting Your Company’s Future: “Harvard Business Review” Vol 80, No. 6
frequent
departures
Organizational S.W.O.T.
Internal Environment
Adverse Factors
Strengths:
Weaknesses:
External Environment
Beneficial Factors
Opportunities:
Threats:
Proprietary Information Included
Organizational
Customers & Stakeholders
Stakeholders:
Customers:
Proprietary Information Included
To be a world-class organization.
Core Values:
Finance
Strategic Themes:
Honor
~
Respect
F 3.0 Improve
Mission & Vision
Revenue Growth
Statements
C 2.0 Optimize
Operations
IP 1.0 Improve
Operational
Business
Practices
IP 2.0 Improve
Adherence to
Regulatory
Processes
LG 1.0 Optimize
Human Capital
LG 2.0 Improve
Infrastructure
Usage
C 3.0 Improve
Timeliness
Proprietary Informa on Included
~
Trust
Business Process
Excellence
F 2.0 Improve
Shareholder
Value
Internal
Process
C 1.0 Improve
Quality
Loyalty
Enhanced
Partnerships
Effective
Communication
F 1.0 Improve
Productivity
~
Learning
and Growth
Customer
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
Operational
Excellence
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
Vision:
Mission:
To be a world-class organization.
Core Values:
Finance
Strategic Themes:
Honor
~
Respect
Loyalty
Enhanced
Partnerships
Effective
Communication
F 1.0 Improve
Productivity
~
F 2.0 Improve
Shareholder
Value
~
Trust
Business Process
Excellence
F 3.0 Improve
Revenue Growth
Operational
Excellence
F 4.0 Increase
Margins
Core Values
Internal
Process
C 1.0 Improve
Quality
C 2.0 Optimize
Operations
IP 1.0 Improve
Operational
Business
Practices
IP 2.0 Improve
Adherence to
Regulatory
Processes
Learning
and Growth
Customer
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
LG 1.0 Optimize
Human Capital
LG 2.0 Improve
Infrastructure
Usage
C 3.0 Improve
Timeliness
Proprietary Informa on Included
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
Vision:
Mission:
Organization Wellness & Development Model
Including Balanced Scorecard
Strategic Planning
In this Phase
the backbone
of your
Strategy is
developed
including
specific
definitions of
the meaning
behind the
strategic
pieces to
ensure a longterm
understanding
of the vision
and mission.
Organizational Review
and Strategy Phase
Strategy Map Phase
Scorecard Phase
Operational Phase
•Organizational Review (of current doc’s, SOPs, Inst)
•Strategy Canvas (Defining Competitive Advantage)
•Confirm/develop SWOT/Customer/Stakeholder
•Confirm/develop Vision/Mission/Core Values
•Themes/Results
•Perspectives
•Objectives
•Objective Statements
•Assign Owner/Updater Responsibility
•Measures
•Targets
•Thresholds
•Initiatives
•Data Dictionary
•Cascading/Alignment
•Automation (QuickScore Software)
•Governance (Management, Sustainment)
•Budgeting and Resource Allocation
Proprietary Information Included
To be a world-class organization.
Core Values:
Finance
Strategic Themes:
Honor
~
Respect
F 2.0 Improve
Shareholder
Value
Strategic Themes
&
C 3.0 Improve
Timeliness
Results: “Pillars
of
Excellence”
C 2.0 Optimize
Operations
IP 1.0 Improve
Operational
Business
Practices
IP 2.0 Improve
Adherence to
Regulatory
Processes
LG 1.0 Optimize
Human Capital
LG 2.0 Improve
Infrastructure
Usage
Proprietary Informa on Included
~
Trust
Business Process
Excellence
F 3.0 Improve
Revenue Growth
Internal
Process
C 1.0 Improve
Quality
Loyalty
Enhanced
Partnerships
Effective
Communication
F 1.0 Improve
Productivity
~
Learning
and Growth
Customer
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
Operational
Excellence
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
Vision:
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
To be a world-class organization.
Honor
~
Respect
~
Loyalty
Enhanced
Partnerships
~
Trust
Business Process
Excellence
Effective
Communication
F 2.0 Improve
F 3.0 Improve
“we will
be as profitable asRevenue
we possibly
can be.”
Shareholder
Growth
F 1.0 Improve
Productivity
Value
the
C 3.0 Improve
customers’Timeliness
(internal
IP 2.0 Improve
Adherence to
day-to-day internal
processes
Regulatory
Processes
and
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
external)….”
Enhance
Partnerships
Internal
Process
C 1.0 Improve
“and exceed
Quality
C 2.0 Optimize
needs
of our
Operations
Operational
Excellence
IP 1.0 Improve
“andOperational
create
the
Business
Practices
Learning
and Growth
Customer
Strategic Themes:
Finance
Core Values:
LG 2.0
Improve
“If we
recruit
the right people, with
the
right skills, and provide
the right
LG 3.0 them
Leverage
LG 1.0
Optimize
Infrastructure
tools and organizational
culture….” Technology
Human Capital
Usage
right
Proprietary Informa on Included
or
IP 3.0 Improve
Marketing
&
operating
procedures…."
Communications
Feedback Based Resource Reallocation
Vision:
Mission:
Finance
Strategic Themes:
Honor
~
Respect
F 2.0 Improve
Shareholder
Value
Internal
Process
C 2.0 Optimize
Operations
IP 1.0 Improve
Operational
Business
Practices
IP 2.0 Improve
Adherence to
Regulatory
Processes
LG 1.0 Optimize
Human Capital
LG 2.0 Improve
Infrastructure
Usage
C 3.0 Improve
Timeliness
Proprietary Informa on Included
~
Trust
Business Process
Excellence
F 3.0 Improve
Revenue Growth
Learning
and Growth
C 1.0 Improve
Quality
Loyalty
Enhanced
Partnerships
Effective
Communication
F 1.0 Improve
Productivity
~
Operational
Excellence
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
To be a world-class organization.
Core Values:
Customer
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
Resource Reallocation
Vision:
Mission:
Strategic Objectives
- theThrough solid leadership and creating a
Mission:
blocks ofculture
yourwhere
strategy
Vision: To be a world-classbuilding
organization.
all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
~
Respect
F 2.0 Improve
Shareholder
Value
C 2.0 Optimize
Operations
IP 1.0 Improve
Operational
Business
Practices
IP 2.0 Improve
Adherence to
Regulatory
Processes
LG 1.0 Optimize
Human Capital
LG 2.0 Improve
Infrastructure
Usage
C 3.0 Improve
Timeliness
Proprietary Informa on Included
~
Trust
Business Process
Excellence
F 3.0 Improve
Revenue Growth
Internal
Process
C 1.0 Improve
Quality
Loyalty
Enhanced
Partnerships
Effective
Communication
F 1.0 Improve
Productivity
~
Learning
and Growth
Customer
Finance
Strategic Themes:
Honor
Operational
Excellence
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
Core Values:
Cause and Effect
Strategic Theme:
Operational Excellence
F 3.0 Improve
Revenue Growth
Finance
Customer
C 1.0 Improve
Quality
Internal
Processes
IP 1.0 Improve
Operational
Business Practices
Learning and
Growth
LG 1.0 Optimize
Human Capital
Proprietary Information Included
C 2.0 Optimize
Operations
IP 2.0 Improve
Adherence to
Regulatory Processes
LG 2.0 Improve
Infrastructure Usage
To be a world-class organization.
Core Values:
Strategic Themes:
Honor ~
Respect
Customer
C 1.0 Improve
Quality
Internal
Process
F 1.0 Improve
Productivity
IP 1.0 Improve
Operational
Business
Practices
LG 1.0 Optimize
Human Capital
~
Loyalty
Enhanced
Partnerships
Effective
Communication
Learning
and Growth
Finance
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
F 2.0 Improve
Shareholder
Value
C 3.0 Improve
Timeliness
IP 2.0 Improve
Adherence to
Regulatory
Processes
LG 2.0 Improve
Infrastructure
Usage
Proprietary Information Included
Trust
Business Process
Excellence
F 3.0 Improve
Revenue Growth
C 2.0 Optimize
Operations
~
Operational
Excellence
F 4.0 Increase
Margins
C 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Based Resource Reallocation
Vision:
Mission:
Including Balanced Scorecard
Strategic Planning Organization Wellness &
Development Model
In this Phase
the Scorecard
is carefully
developed.
Human capital,
time and
financial
resources are
allocated to
specific
projects, called
initiatives,
thereby setting
your
organizational
strategy into
action.
Organizational Review
and Strategy Phase
Strategy Map Phase
Scorecard Phase
Operational Phase
•Organizational Review (of current doc’s, SOPs, Inst)
•Strategy Canvas (Defining Competitive Advantage)
•Confirm/develop SWOT/Customer/Stakeholder
•Confirm/develop Vision/Mission/Core Values
•Themes/Results
•Perspectives
•Objectives
•Objective Statements
•Assign Owner/Updater Responsibility
•Measures
•Targets
•Thresholds
•Initiatives
•Data Dictionary
•Cascading/Alignment
•Automation (QuickScore Software)
•Governance (Management, Sustainment)
•Budgeting and Resource Allocation
Proprietary Information Included
The Scorecard is…
• developed from the strategy map.
• translates strategic objectives into a comprehensive set of performance measures, targets and initiatives.
Fictitious For-Profit Company Scorecard (Sample)
Company Objective
and Accountable
LG 1.0 OPTIMIZE
HUMAN CAPITAL
Director of Human
Resources
Objective
Statement
Maximize use of
current billeted
structure by
resolving billet
mismatch, filling
open billets and
accurately reporting
the force structure
to our accountables
while ensuring
position
descriptions are
updated and match
current duties.
Measure
Target/Threshold
Initiative
Accurately report all
mismatched billets.
% of billets
mismatched
3%/10%
…turns Strategy into Action!
Proprietary Information Included
Identify those in
mismatched billets
needing certification
or training to be fully
qualified.
Identify those that
cannot match their
billeted needs and
downgrade the billet
or transfer the person
to a better fit billet.
Objective Statements
If during a
strategic review
you find that the
discussion
continues to
evolve around
changing the
measure for an
objective, the
focus should not
be on the
measures.
Instead change
or clarify your
objective
statement.
The objective statement (commentary), which defines what
success looks like for an objective, when written well will
make finding your measures and supporting initiatives easy
to discover.
Proprietary Information Included
A Strong Measure
Measures tell
us if there is
a causeeffect
relationship
between the
initiatives
and
objectives in
the desired
direction we
want the
objective to
move.
Validated – to ensure it measures the right thing
Verifiable – to ensure accuracy
Leading – process in nature
Lagging – outcome in nature
Proprietary Information Included
Targets & Thresholds
Targets are the desired values
of performance for the
objective to change from
Amber to Green.
•
•
•
•
•
A negotiated process w/the leadership team.
Should not be arbitrary!
Should reflect best practices (benchmark)
Should not celebrate mediocrity, use BHAGs (from Built to Last)
Should reflect needs of those who benefit from the objective.
Thresholds are the desired values of performance for the
objective to change from Red to Amber.
Proprietary Information Included
Strategic Review Discussions Should
Focus Around Initiatives
Objectives
(which
represent the
highest
priorities of an
organization)
are important,
as this is your
end state;
what you are
trying to
achieve.
All too often the topic of conversation in a strategic review
are objectives and their measures, targets, and
thresholds. Leadership has to ensure that the relationship
between the objectives, measures (target/thresholds) and
initiatives are fully understood.
Fictitious For-Profit Company Scorecard (Sample)
Company Objective
and Accountable
Objective
Statement
The key discussions
an
Maximize use of
current billeted
organization should
structure by
resolving billet
have at its strategic
mismatch, filling
LG 1.0 OPTIMIZE
open billets and
review,
after
checking
HUMAN CAPITAL
accurately reporting
the force structure
the
status
of an
to our accountables
Director of Human
while ensuring
Resources
objective, are around
position descriptions
are updated and
the initiatives.
match current
Measure
Target/Threshold
Initiative
Accurately report all
mismatched billets.
% of billets
mismatched
duties.
Proprietary Information Included
3%/10%
Identify those in
mismatched billets
needing certification or
training to be fully
qualified.
Identify those that cannot
match their billeted needs
and downgrade the billet
or transfer the person to a
better fit billet.
Initiatives (Projects)
Initiatives
are where
resources
are
obligated.
Dollars are
spent, time
is
allocated,
and human
capital is
invested
over time.
Initiatives (or projects) have a hypothetical relationship with the
objectives they support. Once these initiatives (projects) are
completed, the measures attached to the objective tell us if the
objective is trending in the desired direction. If the completion
of the initiative (project) pushed our objective in its desired
direction, the measures will tell us so and our initial hypothesis
of a cause and effect relationship will have been true.
Fictitious For-Profit Company Scorecard (Sample)
Company Objective
and Accountable
LG 1.0 OPTIMIZE
HUMAN CAPITAL
Director of Human
Resources
Objective
Statement
Maximize use of
current billeted
structure by
resolving billet
mismatch, filling
open billets and
accurately reporting
the force structure
to our accountables
while ensuring
position descriptions
are updated and
match current
duties.
Measure
Target/Threshold
Initiative
Accurately report all
mismatched billets.
% of billets
mismatched
Proprietary Information Included
3%/10%
Identify those in
mismatched billets
needing certification or
training to be fully
qualified.
Identify those that cannot
match their billeted needs
and downgrade the billet
or transfer the person to a
better fit billet.
Initiatives and Project
Management
Initiatives
that are large
expend large
amounts of
resources
need to be
managed
through the
Project
Management
Model to
ensure they
are as
efficient and
effective as
possible.
Initiatives may be small (write an SOP, buy
some equipment) or they may be large
(standardize an enterprise-wide process,
purchase enterprise-wide software).
• If small, there is limited budget and human
capital expended.
• If large, there may be large amounts of money
and human capital expended.
Proprietary Information Included
Project Management and Quality
Assurance
Projects
that
expend
large
amounts of
resources
should be
subjected
to a quality
assurance
program to
ensure they
are as
efficient
and
effective as
possible.
If large in nature they are expending budgeted
strategic dollars, valuable organizational time
and human capital resources.
• The project needs to be managed through an EVM
tool, and….
• …be subjected to a QA program such as LSS, CMMI
or ITIL.
Proprietary Information Included
Organization Wellness & Development Model
Including Balanced Scorecard
Strategic Planning
Phase Four is
the key area
for automation
and long-term
sustainability.
This is the
crucial point
where the
hired
consulting
staff leaves
your
organization
and you fly
solo. Your
ability to
understand
this phase will
determine your
strategic
survivability.
Organizational Review
and Strategy Phase
Strategy Map Phase
Scorecard Phase
Operational Phase
•Organizational Review (of current doc’s, SOPs, Inst)
•Strategy Canvas (Defining Competitive Advantage)
•Confirm/develop SWOT/Customer/Stakeholder
•Confirm/develop Vision/Mission/Core Values
•Themes/Results
•Perspectives
•Objectives
•Objective Statements
•Assign Owner/Updater Responsibility
•Measures
•Targets
•Thresholds
•Initiatives
•Data Dictionary
•Cascading/Alignment
•Automation (QuickScore Software)
•Governance (Management, Sustainment)
•Budgeting and Resource Allocation
Proprietary Information Included
The Power of
Enterprise-wide Alignment!
Margins
Enhanced
Mission:
C 3.0 Buildeffectively produce and sell XXXX in the US and abroad.
F 2.0 Improve Relationships &
F 3.0 Increase
Enhance
Honor
~ Respect
~ Loyalty
Revenue
Growth
Margins~ Trust
Mission: Through solid leadership and creating a
Partnerships
Enhanced
Effective
Business Process
culture where
Excellence
Operational
all employees
Excellencethrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
F 2.0 ImproveC 3.0 Build
F 3.0 Increase
Relationships
&
HonorGrowth
~ Respect
~ Loyalty
~ Trust
Revenue
Margins
Enhance Enhanced
Business Process
Operational
Effective
Mission:
solid leadership and creating a
Partnerships
Partnerships
Excellence ThroughExcellence
Communication
To be a world-class organization.
Finance
Vision:
Feedback Based Resource Reallocation
Finance
IP 1.0 Improve
IP 2.0 Improve
F 1.0 Improve
CAdherence
2.0 Improve
C 1.0
Optimize
to
Operational
Core Values:
Timeliness
Operations
BusinessProductivity
Regulatory
Strategic Themes:
Processes
Practices
Feedback Based Resource Reallocation
C 2.0 Improve
Values:Timeliness
solid leadership and creating a
Business Process Through
Operational
culture where all employees
Excellence
Excellencethrive equally, efficiently and
Strategic Themes:
Vision:
To be a world-class
organization.
Partnerships
Communication
culture where all employees thrive equally, efficiently and
IP 1.0 Improve
Operational
Business
Practices
Proprietary Informa on Included
LG 1.0 Optimize
Human Capital
Proprietary Information Included
F 3.0 Increase
Margins
C 3.0 Build
Relationships &
Enhance
Partnerships
IP 2.0 Improve
LG 2.0 LeverageAdherence to
Technology Regulatory
Processes
LG 1.0 Optimize
Human Capital
Proprietary Informa on Included
LG 2.0 Leverage
Technology
Feedback Based Resource Reallocation
LG 2.0 Leverage
C 2.0
Improve
IP 2.0
Improve
Technology
Timeliness
Adherence
to
Regulatory
Processes
• Common organizational vision
• Common organizational strategic priorities
• Subordinate performance contributes to, and is aligned
with, the enterprise-wide target performance
F 2.0 ImproveC 3.0 Build
Relationships &
Revenue Growth
Enhance
Partnerships
Feedback Based Resource Reallocation
Finance
Customer
C 1.0
Optimize
IP 1.0
Improve
Operations
Operational
Business
Proprietary Informa
on Included
Practices
LG 1.0 Optimize
Human Capital
Internal
Process
Customer
IP 1.0 Improve
IP 2.0 Improve
F 1.0 Improve
CAdherence
2.0 Improve
C 1.0
Optimize
to
Operational
LG 2.0 Leverage
Operations
BusinessProductivity
Regulatory
Technology Timeliness
Processes
Practices
Proprietary Informa on Included
LG 1.0 Optimize
Human Capital
Learning
and Growth
Organizational Alignment Drives:
Finance
C 3.0 Buildeffectively produce and sell XXXX in the US and abroad.
C 2.0
Improve
1.0
Optimize
IP C
1.0
Improve
IP 2.0
Improve
F 2.0 Improve Relationships &
F 3.0 Increase
F 1.0 Improve
Timeliness
Operations
LG
2.0 Leverage
Enhance
Adherence
to
Operational
Core
Values:
Honor
~ Respect
~ Loyalty
Revenue
Growth
Margins~ Trust
Productivity
Technology Regulatory
Partnerships
Business
Enhanced
Business Process
Operational
Effective
Strategic
Themes:
Processes
Practices
Partnerships
Excellence
Excellence
Communication
Proprietary Informa on Included
LG 1.0 Optimize
Human Capital
Proprietary Informa on Included
Feedback Based Resource Reallocation
effectively produce
and sell XXXX in the US and abroad.
F 2.0 Improve C 3.0 Build
F 3.0 Increase
F 1.0 Improve
LG 2.0 Leverage
C 2.0
Improve
IP 1.0
Improve
IP 2.0
Improve
C 1.0
Optimize
Relationships &
Revenue Growth
Margins
Technology
Timeliness
Adherence
to
OperationsProductivity
Operational
Enhance
Core
Values:
Honor ~ Respect
~ Loyalty ~ Trust
Business
Regulatory
Mission:
solid leadership and creating a
Partnerships
Enhanced
Business
Process Through
Operational
Effective
Proprietary Informa
on Included
Strategic Themes:
Processes
Practices
Vision:
To be a world-class
organization.
culture where all employees
Partnerships
Excellence
Excellencethrive equally, efficiently and
Communication
LG 1.0 Optimize
Human Capital
Customer
Customer
Finance
Customer
Customer
C 1.0 Optimize
F 1.0 Improve
Operations
Core
Productivity
Internal
Process
LG 3.0 Leverage
Technology
and creating a
culture where all employees thrive equally, efficiently and
effectively produce
and sell XXXX in the US and abroad.
F 3.0 Increase
Learning
and Growth
LG 2.0 Improve
Infrastructure
Usage
IP 3.0 Improve
Marketing &
Communications
Mission:
~ Respect ~ Loyalty ~ Trust
Effective
Internal
Process
IP 2.0 Improve
Adherence to
Regulatory
Processes
C 4.0 Build
Relationships &
Enhance
Partnerships
Honor
Internal
Process
C 3.0 Improve
Timeliness
Business Process
Operational
solid leadership
Excellence ThroughExcellence
Strategic Themes:
Vision:
To be a world-class
organization.
Partnerships
Communication
Learning
and Growth
LG 1.0 Optimize
Human Capital
C 2.0 Optimize
Operations
F 4.0 Increase
Margins
Enhanced
Partnerships
F 2.0 Improve
Revenue Growth
Learning
and Growth
IP 1.0 Improve
Operational
Business
Practices
F 3.0 Improve
Revenue Growth
~ Respect ~ Loyalty ~ Trust
To be a world-class organization.
F 1.0 Improve
Productivity
Core Values:
Internal
Process
C 1.0 Improve
Quality
F 2.0 Improve
Shareholder
Value
Operational
Excellence
Internal
Process
F 1.0 Improve
Productivity
Business Process
Excellence
Learning
and Growth
Enhanced
Partnerships
Effective
Communication
Honor
Effective
Communication
Vision:
Honor ~ Respect ~ Loyalty ~ Trust
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
Feedback Based Resource Reallocation
Core Values:
Learning
and Growth
Internal
Process
Customer
Finance
Strategic Themes:
Mission:
To be a world-class organization.
Strategic Themes:
Finance
To be a world-class organization.
Core Values:
Learning
and Growth
Through solid leadership and creating a
culture where all employees thrive equally, efficiently and
effectively produce and sell XXXX in the US and abroad.
Feedback Based Resource Reallocation
Vision:
Vision:
Mission:
How Do Complex Organizations Assemble, Track,
and Maintain their Scorecard
Automating
your
organization’s
scorecard
provides you
timely,
accurate
information on
your current
performance
from anywhere
in the world.
Strategy Management requires the ability to know how your
strategy is performing at every level of your organization at
every moment.
If you want to know
how your
organization is
performing...how
many different
reports or systems
do you have to
check? How many
people do you call or
email?
Proprietary Information Included
Automating
your
organization’s
scorecard
provides you
timely,
accurate
information on
your current
performance
from anywhere
in the world.
Proprietary Information Included
Dashboards
and Strategy
Maps can help
to identify
problem areas
at a glance.
Through these
gauges we can
drill down to
the details of
each objective
and make
sound
decisions
based on
current data.
Proprietary Information Included
Organization Wellness & Development Model
Including Balanced Scorecard
Strategic Planning
Phase Four is
the key area
for automation
and long-term
sustainability.
This is the
crucial point
where the
hired
consulting
staff leaves
your
organization
and you fly
solo. Your
ability to
understand
this phase will
determine your
strategic
survivability.
Organizational Review
and Strategy Phase
Strategy Map Phase
Scorecard Phase
Operational Phase
•Organizational Review (of current doc’s, SOPs, Inst)
•Strategy Canvas (Defining Competitive Advantage)
•Confirm/develop SWOT/Customer/Stakeholder
•Confirm/develop Vision/Mission/Core Values
•Themes/Results
•Perspectives
•Objectives
•Objective Statements
•Assign Owner/Updater Responsibility
•Measures
•Targets
•Thresholds
•Initiatives
•Data Dictionary
•Cascading/Alignment
•Automation (QuickScore Software)
•Governance (Management, Sustainment)
•Budgeting and Resource Allocation
Proprietary Information Included
Avoid the 10 Pitfalls to Success
1.
Measure Everything – too many measures ensures you are good at nothing.
2.
Use PP to manage your Strategic Model – a good software tool is needed here.
3.
Leadership fails to Tell the Story – leadership has to be committed to telling the organizational strategic story.
4.
Everyone has to know the BSC value added story – if not, no one will buy-in to the change.
5.
There must be BSC Champion – this person meets with individuals and small groups to keep everyone
engaged in the BSC process.
6.
Failure to flex the model to the organization – the model is imperfect in nature and must flex to the needs
of the organization, when appropriate.
7.
Know when to flex the organization to the model – otherwise the model will fail the organization.
8.
Don’t stop the organization from functioning while implementing this model – it must be allowed to
operate at-speed while making the transition.
9.
Governance – failure to implement management and sustainment instructions are the most common reasons the
model is ineffective.
10.
Failure to prioritize initiatives – failure to prioritize your initiatives against established criteria could lead to
overspending your budget and stalling your path to the organizational vision.
Proprietary Information Included
Past Performance
We are proud
of our past
performance in
the
governmental,
non-profit and
commercial
Balanced
Scorecard
arena.
We have past performance within
The National Institutes of Health, U. S. Army Corps of Engineers, U. S.
Army Office of The Surgeon General, The Balanced Scorecard Institute,
Department of the Navy…..
Proprietary Information Included
Spider Strategies, Inc.
Executive VP Bio.
Timothy J. Ciampaglio is the Executive Vice President of Operations for Spider
Strategies, Inc, a small government contracting and consulting business focusing on
Balanced Scorecard Strategic Planning consulting and automation. Mr. Ciampaglio
currently holds a TS Clearance and is a 23 year veteran of the United States Coast
Guard where he focused on Maritime Operations, Training and Education, and
Balanced Scorecard Strategic Planning. As a consultant of The Balanced Scorecard he
holds a Master Professional Certification and is the Senior Consultant for The Army’s
Surgeon General in the automation, development and methodology of The Balanced
Scorecard. He has developed and managed BSCs for US Army Corps of Engineers,
USCG and other commercial entities. He is currently an adjunct professor at The
George Washington University Graduate School of Arts and Sciences teaching
Strategic Human Resources Planning and Management. He holds a B. S. in
Psychology from Towson University and a Masters of Public Policy and Management,
from Carnegie Mellon University.
tim.ciampaglio@spiderstrategies.com
540-645-1861
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Spider Strategies Inc.
COO’s Bio
Conor D. Crimmins is the Chief Operating Officer of Spider Strategies, Inc., and has nearly
10 years of experience in performance and strategy management, metric development
and strategy automation. Mr. Crimmins’ primary focus is on performance management
integration and cascading alignment in multi-tiered organizations. At present, Mr.
Crimmins serves as the Software Project Manager for the US Army Strategic
Management System (SMS), the Army’s Enterprise Performance Management Program
Office. Mr. Crimmins holds a Bachelor of Arts in Political Science and International
Relations from Carleton College and a Certificate in Political Economy from The Center
for European Studies at Maastricht University. Mr. Crimmins is a visiting presenter on
Balanced Scorecard Automation at the Balanced Scorecard Institute; a participating
member of the Secretary of the Army’s Initiative Group; and the Software Project
Manager for the US Army’s Strategic Management System Program Office. Mr. Crimmins
holds a Top Secret Clearance from the Department of Defense.
conor.crimmins@spiderstrategies.com
202-374-9708
Proprietary Information Included