Strategymapping step3 strategicobjectives

SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives R-WI-ABM-1002-3

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Objective of Step 3: Identify the strategic objectives in each balanced perspective. The four perspectives of a strategy map are:  Stakeholder or Financial (public or private)  Customer  Internal Process  Organizational Learning and Growth Method: There are two ways to identify the objectives in a strategy map. The chosen method depends on where the organization is in its path towards a Strategy Focused Organization.

Method A: If a corporate strategy map has already been developed, released, and socialized – use the corporate map as your guide in developing your objectives. Review the corporate map and brainstorm with your team members, answering the following questions:  How will my team (department, location, or division), given our role and purview, support and enable the corporate objectives?  How do I need to prepare my workforce in order to help carry out corporate objectives?  What processes do I need to put in place or improve upon in order to help carry out corporate objectives?  What do we need to do in order to meet the goals expected of our team?

Method B: If a corporate map has not been provided, follow the process described below.

Moderator: The role of the moderator in Step 4 is to do the following:  Facilitate an open discussion that encourages creative thinking  Create focus on each perspective of the map while keeping in mind that each roll up to help fulfill each group of objectives.  Facilitate a democratic process of reaching a consensus as objectives are identified and voted on  Promote an atmosphere of non-judgmental participation to give everyone the freedom to express their opinions

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

The questions in the next section will help your team formulate a set of objectives in each of the perspectives of the strategy map. Keeping in mind the continuum of how the perspectives feed into each other, as illustrated below, you will be able to develop a set of objectives that align and support your theme, mission and vision statements.

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

A. Individual Exercise: These questions are designed to help your team arrive at a set of objectives for your strategy map. The questions are listed in a sequence that resonates the continuum illustrated in the image above. Please read the questions carefully, provide your answers in the space provided. See last page for examples.

CUSTOMER PERSPECTIVE 1. What are the expectations of your Customers?

Think of their expectations using the categories listed below and any others as applicable to your division. If you’re in a shared or corporate services team, use the Internal Customers categories; your potential customers can be your peers or other ABM employees or industry relationships (consultants, vendors, regulatory agencies, etc.).

External Customers  Value of services  Market differentiation  Longevity of relationship 

Operational excellence

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Internal Customers Responsiveness Impact to business Compliance to regulations or policy Delivery of services Awareness of process

2. What are the goals of your team specific to meeting the expectations of your Customers as answered above?

3. Based on your responses to 1 and 2, create one or two objective statements in the Customer Perspective.

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

STAKEHOLDER PERSPECTIVE 1. If you met your goals in the Customer Perspective, what results could it have for our stakeholders? Use these categories as your guide.

    

Categories Financial Company reputation Strategy execution Market share Accretive or organic growth

2. What expectations do our stakeholders have given past performance?

3. Based on your responses to 1 and 2, create one or two objective statements in the Customer Perspective.

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

INTERNAL PROCESS PERSPECTIVE 1. Given the objectives you provided in the Stakeholder and Customer perspectives, what processes of the business do you need to develop or improve upon in order to meet those objectives? Use these categories (and any other applicable) as your guide.

        

Categories Infrastructure Innovation Management Systems Marketing Operations Products and Services Quality Safety Sales

2. Based on your responses to 1 and 2, create one or two objective statements in the Internal Process Perspective.

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

ORGANIZATIONAL LEARNING AND GROWTH PERSPECTIVE 1. Given the objectives you provided in the Internal Process perspectives, what needs to be done in order to prepare the workforce to help meet said objectives? Use these categories (and any other applicable) as your guide.

          

Categories Awareness Career development Collaboration Compliance Cross-divisional relationships Educational or learning content Employee retention/attrition Social or organic learning Solutions and tools Subject matter experts Transfer of knowledge

2. Based on your responses to 1 and 2, create one or two objective statements in the Organizational Learning and Growth Perspective.

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

B.

Team Exercise:  Taking one perspective at a time, the Moderator will ask each participant for the strategic objective from the questionnaire  Team will review the list of objectives  Team will consolidate any redundant entries  Moderator will guide team in “word-smithing” the entries  Team will vote on top 2 to 4 objectives per perspective  When all the perspectives have been filled in with the voted strategic objectives – your Strategy Map is now ready!  The Learning and Quality team will publish the Strategy Map and send out the final format through LQ established communications.

C. Next Steps after Leaving Strategy Mapping Session: It is critical that the team absorbs their new Strategy Map, including those who were not present during the session. We recommend these steps to help create awareness of and excitement towards your newly published Strategy Map.      

Discuss or socialize the Strategy Map and the process involved in its development with your staff Incorporate it in your regularly scheduled meetings Display it prominently in common areas where discussion will be encouraged Incorporate it in your New Hire Orientation or New Hire Packet Include your Theme, Mission or Vision statement in your Email Signature Use components of your Strategy Map in marketing or sales material

D. Next Steps Toward Balanced Scorecards: It is likely that after an intensive session like this, these next steps will be undertaken at a later date.      

Identify measures and targets that will help execute your objectives Identify initiatives that will help you meet your measures and targets If the timing is not right (year-end budgeting has already occurred), a Strategic Cadence session can be initiated to keep objectives top of mind. The Moderator can explain this further.

Initiative management and execution will occur At the completion of each initiative, measures and targets will be validated to ensure that the team is meeting its goals – this will be an iterative process Personal scorecards can also be introduced and implemented at any time

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SFO BSC – Strategy Mapping Step 3: Developing Strategic Objectives

Examples of Responses: This set of example takes the perspective of an ABM Building and Energy Services (ABES) operations or sales team.

Questions A. CUSTOMER PERSPECTIVE 1. What are the expectations of your Customers?

2. What are the goals of your team specific to meeting the expectations of your Customers as answered above?

3. Strategic Objectives

B. STAKEHOLDER PERSPECTIVE 1. If you met your goals in the Customer Perspective, what results could it have for our stakeholders?

2. What expectations do our stakeholders have given past performance?

3. Strategic Objectives

C. INTERNAL PROCESS PERSPECTIVE 1. Given the objectives provided in A and B, what processes of the business need to be developed or improved upon in order to meet those objectives?

2. Strategic Objectives D. LEARNING AND GROWTH PERSPECTIVE 1. Given the objectives provided in B and C, what needs to be done in order to prepare the workforce to help meet said objectives?

2. Strategic Objectives

Responses      

Awareness of their property’s condition and building health Lower repair costs due to timely and thorough maintenance work On time maintenance provided by qualified employees Deliver clear and concise report of completed maintenance services and any critical repairs identified.

Provide timely completion of services Provide consistent and effective communications of completed services

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Consistent contract retention

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Increased annuitized sales through portfolio expansion (if customers are happy with our work, contracts can be added from other properties in their portfolio) Increase contract retention (retaining a contract or customer provides steady stream of revenue)

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 

Work order management – visibility and access to activities Resource scheduling – ability to adjust workforce assignations based on current needs

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Provide visibility to work activity management

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Hire qualified personnel or those who exhibit the aptitude Improve accessibility to learning content from the field Provide a format for leveraging SME knowledge

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Attract and retain the best in the business Deliver purposeful learning anytime, anywhere

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