The Balanced Scorecard Strategic Planning
Model as a Means of Career Progression
Tim Ciampaglio
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
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
Effective
Communication
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
Readiness
CS 3.0 Inspire
Employee
Esprit-de-Corps
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Loyal ~
Trust
Business Process
Excellence
IP 2.0 Improve
Human Resource
Processes
LG 1.0 Optimize
Human Capital
~
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
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
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
Adapted from Charting Your Company’s Future: “Harvard Business Review” Vol 80, No. 6
bags
frequent
departures
A Strategy Canvas does Three things
in One Picture:
Strategic
Canvassing is
a critical
diagnostic
and action
tool which
helps to
identify the
factors
affecting
competition
within your
industry.
•
Shows the strategic profile of the
industry by depicting very clearly the
factors that affect competition among
the players.
•
Shows the strategic profiles of the
competitors — which factors “they”
invest in.
•
Displays your company’s strategic
profile or value curve — showing how
you invest in the factors of competition.
Organizational S.W.O.T.
External Environment
Internal Environment
Beneficial Factors
Adverse Factors
Strengths:
Weaknesses:
Opportunities:
Threats:
Organizational
Customers & Stakeholders
Stakeholders:
Customers:
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
~
Respect
Enhanced
Partnerships
Effective
Communication
~
Loyal ~
Business Process
Excellence
Mission & Vision
CS 3.0 Inspire
CS 2.0 Optimize
Statements Employee
Operational
Esprit-de-Corps
Readiness
IP 2.0 Improve
Human Resource
Processes
LG 1.0 Optimize
Human Capital
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Trust
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
Effective
Communication
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
Readiness
CS 3.0 Inspire
Employee
Esprit-de-Corps
Human Resource
Processes
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Loyal ~
Trust
Business Process
Excellence
Improve
CoreIP 2.0
Values
LG 1.0 Optimize
Human Capital
~
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
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
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
Effective
Communication
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
Readiness
~
Loyal ~
Business Process
Excellence
CS 3.0 Inspire
Employee
Esprit-de-Corps
Strategic Themes &
IP 2.0 Improve
Human Resource
Results:
“Pillars of
Processes
Excellence”
LG 1.0 Optimize
Human Capital
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Trust
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
Strategic Themes:
CS 1.0 Improve
Staff Efficiency
~
Honor
Effective
Communication
“we
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
will
meet our
Readiness
~
Loyal ~
Business Process
Excellence
CS 3.0 Inspire
Employee
customers’
needs.”
Esprit-de-Corps
IP 2.0 Improve
Trust
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Learning
and Growth
excel at the right
day-to-day
or operating
Human
Resource internal processes
Marketing &
Processes
procedures…."
Communications
Optimizethe right people, with
“andLG
we1.0recruit
the
right skills, and
provide
LG 3.0
Leveragethem the
LG 2.0
Optimize
Human Capital right tools and organizational
Technology
Infrastructure culture….
”
Resource
IP 1.0 Improve
“andOperational
create and
Business
Practices
Duty
R 1.0
Optimize
“If we are provided
the
resources we need, and we are good stewards of
Resourcesthose resources….”
Feedback Adjusts Resourcing
Vision:
Internal
Process
16 Jun 2011
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
Effective
Communication
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
Readiness
CS 3.0 Inspire
Employee
Esprit-de-Corps
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Loyal ~
Trust
Business Process
Excellence
IP 2.0 Improve
Human Resource
Processes
LG 1.0 Optimize
Human Capital
~
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
Effective
Communication
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
Readiness
~
CS 3.0 Inspire
Employee
Esprit-de-Corps
Strategic
blocks of our strategy
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Trust
Business Process
Excellence
IP 2.0 Improve
Human Resource
Objectives
- the building
Processes
LG 1.0 Optimize
Human Capital
Loyal ~
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
Strategic Objectives
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
is paramount.
• What is the “result” (outcome or output) that
we intend to accomplish?
• They are the “bubbles” on the Strategy Map
– Best in “verb-object” form:
• Improve Health
CS 2.0
• Increase Work Efficiency
Optimize
Operational
– Should indicate what a good result is:
Readiness
• Improve
• Increase
• Decrease
LG 1.0 Improve
• Enhance
Recruiting and
Retention
• Optimize
IP 1.0
Improve
Human
Resources
LG 1.0
Optimize
Human Capital
R 1.0
Optimize
Resources
16
Cause and Effect
Strategic Theme:
Operational Excellence
CS 2.0
Optimize
Operational
Readiness
Customer
Stakeholder
Internal
Processes
Learning
and
Growth
Resources
IP 1.0 Improve
Human
Resources
LG 1.0
Optimize
Human Capital
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Mission:
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
To be the model, go-to governmental
organization for Homeland Security Issues.
Core Values:
Customer/
Stakeholder
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Internal
Process
Strategic Themes:
Duty
~
Honor
Effective
Communication
~
Respect
Enhanced
Partnerships
CS 2.0 Optimize
Operational
Readiness
CS 3.0 Inspire
Employee
Esprit-de-Corps
LG 2.0 Optimize
Infrastructure
R 1.0 Optimize
Resources
Loyal ~
Trust
Business Process
Excellence
IP 2.0 Improve
Human Resource
Processes
LG 1.0 Optimize
Human Capital
~
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
IP 3.0 Improve
Marketing &
Communications
LG 3.0 Leverage
Technology
Feedback Adjusts Resourcing
Vision:
Resource
16 Jun 2011
Organization Wellness & Development Model
Including Balanced Scorecard
Strategic Planning
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
The Scorecard is…
• developed from the strategy map.
• translates strategic objectives into a comprehensive set of performance measures, targets and initiatives.
Fictitious Homeland Security Agency Scorecard (Sample)
Army Medicine
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!
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.
20
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.
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
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 be based on process/program capability (baseline)
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.
23
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.
The key discussions an
organization should
have at its strategic
review, after checking
the status of an
objective, are around
the initiatives.
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 Homeland Security Agency Scorecard (Sample)
Army Medicine
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%
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.
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.
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
The Power of
Enterprise-wide Alignment!
Through solid leadership and creating a
culture where all employees thrive equally, safely,
efficiently, and effectively carry out assigned Homeland
Security efforts.
Selfless
Successful and productive
Service warriors
returned to the force or proud veterans in
civilian life
CS1: Ensure Excellence in
CS2: Encourage Inspired,
CS3: Enable Successful
Beneficiary Population, is a Region-Wide Educational, Training, and Research Platform that Prepares Medical Personnel for Garrison and Full-Spectrum Military Medical
Service to Soldiers andSatisfied
Future Focused Warrior In
Productive
to
Operations, and Comprised of a Diverse Team of Individuals that Make Best Use of all it’s Membersand
to Accomplish
Tasks at Warriors
Hand, While Balancing
Family and Home Life
Vision: America’s
Leader in Warrior Centered
OraltoHealth
Families
Transition
Successfully
Return
the Force or
Honor
transition as Proud
Loyalty
Customer and Patient IP 2.1 Successfully
Recruit, Train, Develop and
Efficient Healthcare
Optimal Clinical and
in Civilian Life
Satisfaction
Sustain Veterans
the SRMC Team
Delivery
Business Outcomes
implement the
Personal
Integrity
IP 1.1 Optimize
Comprehensive
Transition
Courage
IP 3.1 Sustain an effective Optimize
organizational structure
Plan
Maximize Value in
Balance Innovation
Communication &
program
Strategic
Provide
Global
IP 2.2
Encourage Build the Team
Dental
Services
with
Standardization
Knowledge
Operational
Forces
completion
of the Family
IPThemes:
1.2 Sustain a stable, fully
Management
Action Plan Annex to the
qualified WTC/WTU
IP 3.2 Transition Warriors
CTP
leadership team
effectively
CS 2.0 Optimized
CS 5.0 Improve
CS 3.0 Improved CS 8.0 Improve
CS 4.0
CS 6.0
CS 5.0 Improved
CS 1.0 Improved
CS 7.0 Improve
Customer /
IP 2.3 Conduct
an effective
Care and Transition
Army Dental
Healthy and
Responsive
Inspire Trust
Patient and
Healthy and Protected Patient & Customer
Dental Readiness
of Wounded,
Ill, Warriors
and
MEB
process
for
Laboratory
Stakeholder
Satisfaction
Protected
Battlefield
in Army
IP 1.3 Provide excellentFamilies, Beneficiaries
Customer
Injured Warriors
Warriors
Medical Force
Medicine
Satisfaction
and Army Civilians
in
Transition
services
Financial /
Stewardship
MEANS
R 1.0 Optimize
Resources
Institute Learning
and Growth: Cadre
course, unit training,
Internal
CTP individualized
Processes
training, certification
courses
IP 2.4 Maximize
R 22.0 Optimize
participation in EEI
Lifecycle
IP 13.0 Build
IP 11.0 Improve
R 21.0 Optimize
opportunities
Management of
Relationships and
Information
Resources & Value
Facilities & IT
Enhance
Systems
IP 10.0
Infrastructure
Partnerships
IP 8.0 Improve
IP 7.0 Maximize
Optimize Secure appropriate
IP 9.0 Improve
Communicate
Quality,effectively
Physical and
Medical and efficient funding
Access and
Psychological Health
Readiness
with Outcomestakeholders
Continuity of
Focused Care
Promotion and
IP 7.0 Maximize
IP 8.0 Improve
IP 12.0
IP 14.0 Improve
IP 11.0 Improve
IP 9.0 Improve
CareDevelop clear,
Provide common
and Services
Prevention
Dental Health
IP
14.0 Improve
Implement Quality, Pt Safety,
Internal
and
Information
Access &
sense
training
Promotion &
Outcome-Focused
Communication
integrated
and
timely
Best
External
Systems
Continuity of Care
Prevention
Care
& Services
Practices
guidance
to WTUs
Communication
policy and guidance
IP 15.0 Enable
Homeland
Security
IP 16.0
Synchronize Army
Medicine to
Support Army
Stationing &
BRAC
Organizational Alignment Drives:
Growth
Learning &
Growth
MEANS
Resource Learning and
For more information go to: http://www.army.mil/info/organization/offices/eoh/wtc
This is a dynamic,
living
LG
17.0document
Improve
LG 17.0 Improve
Recruiting and Recruiting &
Retention of Retention of
AMEDD Personnel Personnel
This is a dynamic, living document
• Common organizational vision
• Common organizational strategic priorities
• Subordinate performance contributes to, and is
aligned with, the enterprise-wide target performance
LG18.0
19.0 Improve
Promote &
LG
Foster
a Culture
of
Training
and
Innovation
Development
LG19.0 Promote
LG 21.0 Maximize
and Foster a
Human Capital
Culture of
LG 20.0 Improve
Knowledge
Management
Innovation
September 2010
R 21.0 Optimize
Resources and
Value
R 22.0 Optimize Lifecycle
Management of Facilities
and Infrastructure
R 23.0 Maximize
Human Capital
Feedback Adjusts Resourcing Decisions
Mission: Provide Warrior focused oral health care with an exceptional team
of professionals, dedicated to excellence and unified in service
A Premier Regional Medical Command that is an Integrated Regional System of Systems that Promotes Health and Delivers Trustworthy, Efficient, and Effective Health Care to a
Feedback Adjusts Resourcing Decisions
LG 3.0 Leverage
Technology
Respect
Inspired, future focused
Warriors in transition
Provide Command and Control of Medical Treatment Facilities (MTFs) and Other Assigned Units to Promote, Sustain, and Enhance Beneficiary Health, With an Emphasis
on Soldier Readiness, Warriors in Transition, and our Military Family. Support Units as they Transition to War by Providing Flexible and Tailored Health Services
Support Throughout All Phases of the ARFORGEN Process.
ENDS
LG 2.0 Optimize
Infrastructure
Duty
Excellence in service to
Soldiers and Families
Patient/Customer/
Stakeholder
LG 1.0 Optimize
Human Capital
IP 3.0 Improve
Marketing &
Communications
Successfully transition Soldiers and their Families back to the Army, or to civilian life, through a comprehensive program of
medical care, rehabilitation, professional development and personal goals.
WAYS
IP 2.0 Improve
Human Resource
Processes
U.S. Army DENCOM Strategy Map
A warrior transition program that inspires Soldiers toward a positive and productive future, conquering any wound, illness,
or injury that stands in their way.
Internal Process
CS 3.0 Inspire
Employee
Esprit-de-Corps
Operational
Excellence
CS 4.0 Build
Relationships &
Enhance
Partnerships
ENDS
CS 2.0 Optimize
Operational
Readiness
Trust
Business Process
Excellence
WAYS
Enhanced
Partnerships
Internal Process
Effective
Communication
Learning
& Growth
Customer/
Stakeholder
Internal
Process
IP 1.0 Improve
Operational
Business
Practices
Learning
and Growth
CS 1.0 Improve
Staff Efficiency
Duty ~ Honor ~ Respect ~ Loyal ~
Resource
Core Values:
Strategic Themes:
Feedback Adjusts Resourcing
To be the model, go-to governmental
organization for Homeland Security Issues.
Resource
16 Jun 2011
Mission:
Vision:
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.
It is in
understanding the
big picture effect
your project has on
the overall wellness
of the organization
that transforms the
typically stove-piped
project manager into
person that drives
strategy.
When
automated,
your Strategy
map and
Scorecard can
look anyway
you want it to
look. It is
important to
make it
represent
something that
is easy for all
to understand
at a glance.
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
Past Performance
Our team is
proud of its
past
performance in
the
governmental,
non-profit and
commercial
Balanced
Scorecard
arena.
Our team has past performance within the
U. S. Coast Guard, U. S. Army Corps of Engineers, U. S. Army
Office of The Surgeon General, The Balanced Scorecard
Institute, Department of the Navy…..
Spider Strategies, Inc.
Senior VP Bio.
Timothy J. Ciampaglio is the Senior 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