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Carlson Companies Performance Management

Carlson Companies Performance Management Our Journey to performance management one bite at a time . Sept 6 th 2007 Joe Dehler VP Business Process Improvement. Confidentiality.

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Carlson Companies Performance Management

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  1. Carlson Companies Performance Management Our Journey to performance management one bite at a time. Sept 6th 2007 Joe Dehler VP Business Process Improvement

  2. Confidentiality Carlson Companies is a private company and most of the information regarding Carlson Companies and its businesses is non-public information. We understand that you will comply with normal business obligations regarding this non-public information.

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  4. Carlson Companies Inc. • Company Overview • Carlson Companies is one of the largest privately held corporations in the United States, with operations in more than 140 countries and more than 192,000 people employed under its family of brands. • Carlson Companies is a leader in providing superior business and personal services and solutions to two distinct customer groups: Corporate clients and Consumers.

  5. Carlson Companies Inc. • Company Overview • In 1938, Curtis L. Carlson established the Gold Bond Stamp Company which eventually changed its name to Carlson Companies to reflect its diversification. • Today, Carlson Companies continues to build upon the cornerstone set nearly 70 years ago – developing relationships with corporate and consumer clients.

  6. Carlson Companies Vision To be the most respected private company in the world.

  7. But Boss" I think it will take 2 years to get to where you think we are…” • Been there Done That, Some have been there few have done that What do I really have?

  8. 2001 – “The Perfect Storm” • “It is now more important than ever that we choose to build a culture of improvement so that our company can improve efficiency, increase profit, and strengthen our brands for our long-term growth.” MCN, September 2001

  9. The Journey Socialize the bsc process Launch Process management Hire Black Belts Launch Finance Projects 1st Green Belts Trained Joe Joins Carlson Install Oracle Financials Launched Shared Services 2002 2001 1999 2000

  10. We survived the storm now what do we do? greatwork

  11. Is All Improvement good? • Yes but…. • are we working the things that are most important? • Are we closer to what we are trying to become

  12. “We have been building a performance management system” • “We have”?

  13. MANAGING PERFORMANCE END TO END Strategy mapping drives scorecard metrics & process design One unified strategy Strategy One common improvement method Six sigma Improvement Process Management Corporate knowledge Scorecard All pieces of the system contribute to corporate knowledge and all pieces of the system are informed by corporate knowledge Common metrics to measure performance How do we measure it?

  14. Carlson Balanced ScorecardMEASURES THAT MATTER

  15. FINANCE CUSTOMER PROCESS PEOPLE What is a Balanced Scorecard? The Balanced Scorecard is a Framework that helps organizations Translate Strategy into Operational Objectives that drive both Behavior and Performance

  16. Why use a Balanced Scorecard? • Focus on what is important • Translate Strategy • Align Leadership • Prioritize effort • Measureperformance • Align Capacity • Balance (Finance, Customer, Process and People) • ProduceResults

  17. What Questions does a Balanced Scorecard Help Answer? • Do we currently measure the factors that are critical to our success? • Are we using our resources effectively? • Are we responsive and innovative to changing requirements? • Will today's activities resultin the outcomes we desire? • Are we meeting / exceeding customer expectations?

  18. Balanced Scorecard Perspectives Finance .“Deliver our Family of Businesses” Customer . . . “Satisfy the Customer” Process . . . “Work Smarter, Not Harder” People . . . “Build the Team”

  19. Why be Balanced?

  20. FINANCE CUSTOMER PROCESS PEOPLE Why be Balanced?

  21. FINANCE CUSTOMER PROCESS PEOPLE Why be Balanced?

  22. Balance & Alignment is Important FINANCE CUSTOMER PROCESS PEOPLE

  23. Scorecard Development Becoming Strategy Focused Strategic Clarification Strategic Focus StrategicExecution

  24. StrategicClarification • Vision • Mission • Values What am I looking at? What should it look like?

  25. Strategic Focus • Strategic Objectives • Strategy Map Whatare the must win battles? What priorities must be set?

  26. Scorecard Development • Measures (Leading / Lagging) • Targets • Actuals What are the measures that matter? How will we be measurable and actionable?

  27. Strategic Execution • Projects Identified • Project Plans • Timelines • Owners • Metrics Owner? What is the approach we will follow? What projects should be launched? Do we need Six Sigma expertise?

  28. Carlson Strategy Map Finance Customer Process People Initiative Portfolio Great Leader Attributes Mission Why we exist Core Values (Credo) What we believe in Vision What we want to be Carlson BSC Strategy Our game plan Strategy Map/Balanced Scorecard Translate, Focus, Align Initiative Portfolio Sets priorities for actions required to succeed Personal Objectives What I need to do to make a difference Strategic Outcomes Model adapted from Kaplan & Norton, The Strategy Focused Organization, Page 73

  29. Carlson Balanced Scorecard Build the Team

  30. Carlson Balanced Scorecard Work Smarter, Not Harder

  31. Carlson Balanced Scorecard Satisfy the Customer

  32. Carlson Balanced Scorecard Deliver Our Family of Businesses

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