Indianapolis Life Insurance Company Enterprise Level Balanced Scorecard Workshop I Strategies &...
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![Page 1: Indianapolis Life Insurance Company Enterprise Level Balanced Scorecard Workshop I Strategies & Critical Success Factors.](https://reader036.fdocuments.in/reader036/viewer/2022062717/56649e355503460f94b2476d/html5/thumbnails/1.jpg)
Indianapolis Life Insurance Company
Enterprise Level Balanced Scorecard Workshop I
Strategies & Critical Success Factors
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Agenda
• Balanced Scorecard Overview 1:30 - 2:00
• Vision and Objectives Confirmation 2:00 - 2:15
• Breakout Session I: Critical Success Factors 2:15 - 3:30– Breakout Groups
– Coffee Break
– Reconvene & Present
• Breakout Session II: Measures 3:30 - 4:15– Breakout Groups– Coffee Break– Reconvene & Presentations
• Discussions & Next Steps 4:15 - 5:00
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Why Measure?
• Provide a vehicle to communicate and gain consensus on the vision and strategies
• Identify roles, responsibilities and accountabilities throughout the organization
• Assist in prioritizing initiatives to optimize resource allocation
• Help identify what should be focused on
• Identify areas for improvement
• Provide information to support decentralized decision making
“You can’t manage what you can’t measure” Bill Hewlett, Hewlett Packard
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Measurement Definition :
Reporting & Analysis:
Given performance signals, what can be done to improve results?
How to report & analyze performance measures most effectively?
Evaluation & Improvement:
What measures reflect strategy execution? Process
Strategic
Individual
Quick Continuous
Re-engineerFocus
ImprovementPortfolio
StakeholderValue
Balanced Scorecard Process
The Balanced Scorecard is a Continuous Process
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Translating the Vision & Strategy
A Good Balanced Scorecard Tells the Story of Your Strategy and Vision
??
?
Tracking & Measuring the Vision Requires...
The Vision
…describing the destination with much greater precision.
t
t StrategyStrategy
Critical Success Factors (CSFs)Critical Success Factors (CSFs)
MeasuresMeasures
Growth &Innovation
CustomerSatisfaction
PeopleCommitment
Process Quality
Financial
Vision
Balanced Scorecard:
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Identifying Critical Success Factors
Improve Returns
Improve Returns
Broaden Revenue
Mix
Broaden Revenue
Mix
Broaden Skills
(Financial Planning)
Improve Customer
Information
Improve Customer
Information
Employee Satisfaction
Employee Satisfaction
Cross-Sell the Product Line
Cross-Sell the Product Line
Understand Customer Segments
Understand Customer Segments
Develop Offerings
Develop Offerings
Increase Customer
Confidence in our Advice
Align Reward Systems
Align Reward Systems
Financial Perspective
Customer Perspective
Internal Process Perspective
Employee & Innovation Perspectives
(A Set of Cause and Effect Relationships)
Strategy: Revenue Growth
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Identifying Performance Measures
Improve Returns
Improve Returns
Broaden Revenue
Mix
Broaden Revenue
Mix
Broaden Skills
(Financial Planning)
Improve Customer
Information
Improve Customer
Information
Employee Satisfaction
Employee Satisfaction
Cross-Sell the Product Line
Cross-Sell the Product Line
Understand Customer Segments
Understand Customer Segments
Develop Offerings
Develop Offerings
Increase Customer
Confidence in our Advice
Align Reward Systems
Align Reward Systems
Financial Perspective
Employees & Innovation
Customer Perspective
Internal Process Perspective
• Return on Investment
• Revenue Mix
• Revenue Growth
• Customer Satisfaction Survey
• Customer Retention
• Depth of Relation
• Share of Segment• Product Development Cycle Time• Revenue from New Products• Hours with Customers• Cross-Sell Ratio
• Employee Satisfaction• Revenue per Employee• Training & Development Index• Compensation Benchmark• Strategic Information Availability
Every Measure Ultimately Ties to a Financial Result
Strategy: Revenue Growth
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Developing a Scorecard
The VisionThe Vision
StrategyStrategy
Financial PerspectiveFinancial Perspective
CSFInitiative
InitiativeTargetMeasure“If we succeed, how will we look to our shareholders?”
Improve Returns ROI
Diversify Mix Revenue Mix
Shareholder Value EVA
Customer PerspectiveCustomer Perspective
CSFInitiative
InitiativeTargetMeasure“To achieve our vision, how must we look to our customers?”
Delivery Time Cycle Time
Quality Quality Index
Price Competitive Price Benchmark
Internal Process PerspectiveInternal Process Perspective
CSFInitiative
InitiativeTargetMeasure
“To satisfy our customers, in which business processes must we excel?”
New Products Prod. Development Cycle Time
Efficiency %Non-Value Added/Value Added
Cross-Selling Cross-Sell Ratio
Employees & InnovationEmployees & Innovation
CSFInitiative
InitiativeTargetMeasure
“To achieve our vision, how will we sustain innovation, & change & develop our people?”
Retention Retention Ratio
New Products % Revenue from New Products<2yrs
High Morale Absenteeism
Step 1: Confirm/Define the Shared Vision
Step 2: Clarify/Articulate Strategies to Achieve the Vision
Step 3: Define Critical Success Factors (CSFs) for Various Perspectives
Step 4: Determine Performance Measures
Step 5: Establish Short & Long Term Measure Targets
Step 6: Define Initiatives to Reach Targets
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Measurement Logic
Enterprise
Shareholder Value
Operations Management
Time, Cost, Quality
Distribution Management
Customer SatisfactionCustomer Penetration
Product-Market Management
POS & ClaimsNew Business & UW
Portfolio ProfitabilityTime to Market
Customer Care
Revenue GrowthOperational Efficiency
Information & Financial Services
Financial Operations
Operational Efficiency& Effectiveness
Com
mu
nic
atin
g S
upportin
g
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Enterprise Scorecard Development
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Defining Measures
Performance Scorecards
Executive Interviews & Facilitated Sessions
“Quigley” Analysis
Design Team Findings &
Recommendations
Business Unit Strategic Plans
Long Term Vision of Performance
Management across Indianapolis Life
“Rollout” Philosophy
IS/IT Implications
AffiliationImpact
E & Y Insurance &
Annuities Databases
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Confirming the Vision & Strategies
Vision
Strategies
CSFs
Measures
Definition:Longer-term direction of where Indianapolis Life aspires to be, how and on what basis to compete. Inspirational, and understandable throughout the organization
Key Worksteps:
• Review current vision and strategy statements
• Revise vision and strategies
• Present findings to group
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Scorecard Template
To be an innovative, growing, high performance, public financial services enterprise that makes the future better for all our stakeholders.
Our
Obj
ecti
ves
Our
Vis
ion
Our Measures of Success
• Attracting
• Connecting
• Developing
• Empowering
• Building new and existing distribution systems
• Co-marketing, private label relationships
• Affiliations and acquisitions
• Pricing, persistency, mortality, investments, expenses
•Create economic value for investors
•Products and services to meet customer needs
•Productive, mutually beneficial relationships with distribution partners
•Employee owners
•Good corporate citizens
Create value for all stakeholders
Grow profitablyWin through people
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Determine Critical Success Factors
Vision
Strategic Thrusts
CSFs
Measures
Definition:What needs to happen to execute strategy successfully. CSF’s must be:• Actionable• Associated with Business Decisions• Specific and• Measurable
Key Worksteps:• Review Strategies• Establish Agreed Upon List of CSFs Necessary
to achieve the objective• Narrow CSFs
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Areas Critical from a Financial Perspective
• Growth– Revenues
– Operating Earnings
– Capital
• Profitability– ROE
– ROA
– EPS
• Consistency in results
• Quality earnings (GFO)
• Clearly articulated strategies
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Areas Critical from a Customer Perspective
• Accuracy
• Quality
• Timeliness
• Cost effectiveness
• Support
• Handling customers with multiple products
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Areas Critical from a Process Perspective
• Business Fundamentals– Issuing
– Billing
– Paying commissions
– Calculating policy values
• Time, cost and quality
• Production costs
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Areas Critical from a Development & Growth Perspective
• Empowered personnel
• Maintaining and enhancing the culture
• Education and training
• Retention and development
• Management skill sets
• Communication and information sharing
• Accountability
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Exercise - 60 Minutes (CSFs)
Breakout Groups• 3 Groups
• Complete Cause & Effect Diagrams
• Narrow CSF’s to “Vital Few”
• Return to facilitator
• 10-Minute break
• Group “Reporter” Present Findings
Questions:
1) What must be done to reach our objectives?2) What is the relationship between financial and non-financial factors?3) Are these CSF’s measurable3) Are these complete and accurate?
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Breakout Groups
Jim
Steve
Jack
Karla
1 - Sun Room 3 - Board Room2 - Library
Greg
Larry H.
Linda
Gene
Gary
Marc
Jon
Lisa
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Critical Success Factors Group 1
Financial
Customer
Processes
Learning & Growth
Critical Success Factors
Objectives: Win through people, Grow profitably, Create value
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Critical Success Factors Group 2
Financial
Customer
Processes
Learning & Growth
Critical Success Factors
Objectives: Win through people, Grow profitably, Create value
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Critical Success Factors Group 3
Financial
Customer
Processes
Learning & Growth
Critical Success Factors
Objectives: Win through people, Grow profitably, Create value
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Next Steps
• Enterprise Scorecard– Refine measures of success
– Complete data dictionary
– Formula
– Availability
– Data Source
– Missing Measures Program
– Frequency of reporting
– Responsibility
– Establish targets
– Align initiatives (tactics) to measures
• Cascade Measures– Determine entities for scorecard (measurement logic)
– Develop measurement “package” for defining measures
• Reporting– Identify reporting package (Manual vs. Automatic)
– Identify reports (drilldown, composition)