Transcript Ordnance Survey of Northern Ireland

Conclusion
Business Planning Methodologies:
Use of the Strategy Map &
Balanced Scorecard
16th June 2005
Purpose of this OSNI Best Practice Seminar
Strategy V Tactics
The case for change at OSNI
The role of the Strategy Map and BSC
How the Strategy Map &BSC have been developed
How the Agency has been aligned with Strategy Map
Linkage to individual performance planning
Feedback mechanisms
Strategy Map & Balanced Scorecard
• Internationally recognised Strategy Map & Balanced Scorecard (BSC)
developed by Kapler & Norton at Harvard
• Used internationally in private and public sectors, e.g.
– Tesco
– UK MOD
– Norwegian Airforce
– Royal Canadian Mounted Police
• Key management tool used by OSNI to set objectives, measures and
targets, and link organisational and personal performance to our
Corporate Strategy.
• Continuing to evolve our implementation of the BSC and to learn from
best practice in its use
• BSC links naturally to European Foundation for Quality Management
(EFQM) and Investors in People (IiP).
Strategic Planning & Implementation
Strategy & Tactics?
Most Organisations don’t know how to Execute Strategy
“Less than 10% of strategies
effectively formulated are “In the majority of cases – we
effectively executed”
estimate 70% - the real
-Fortune
problem isn’t bad strategy …
it’s bad execution”
-Fortune
WHY?
They can’t
DESCRIBE their
strategy
They don’t
MANAGE their
strategy
They haven’t
made strategy
execution a CORE
COMPETENCY
Strategy, Tactics and Implementation
Strategy without tactics is the slowest route to victory.
Tactics without strategy is the noise before defeat.
Sun Tzŭ c. 490 BC, Chinese military strategist
Tactics is efficiency in climbing the ladder of success;
strategy determines whether the ladder is leaning against
the right wall.
Adapted from
Stephen Covey, American leadership consultant and writer
Strategy - what has that to do with me?
An empowered organization is one in which individuals have the
knowledge, skill, desire, and opportunity to personally succeed in a way
that leads to collective organizational success.
Stephen R. Covey
No institution can possibly survive if it needs geniuses or supermen to
manage it. It must be organized in such a way as to be able to get along
under a leadership composed of average human beings.
Peter F. Drucker
Some Strategic questions for any organisation
Who are we? What do we do? Why are we here?
What kind of organisation are we and do we want to / must we become?
What is the current strategy, implicit or explicit?
What assumptions have to hold for the current strategy to be viable?
What is happening in the larger, social, technological, political, competitive and
educational environments?
In which markets will we be active and in which geographic areas?
What are our growth, size, and financial goals?
What products and services will we offer to what customers at what price level?
How will we distribute our products and services and what technologies will we
employ?
What skills, capabilities and capacities will we require and which ones are core?
Organisations fail because of poor choice and/or implementation of strategy
Strategy
Flawed
Execution
Doomed
Flawed from the
Beginning
Sound
A Botched
Job
Flirting with A Pretty
Good
Sound Disaster
Chance
•Examples: Ryanair Versus BA, Tesco Versus W.H.Smith
Conclusion – You Can’t Manage Something You Can’t Describe
Managing Strategy
Managing Quality
Managing Money
Strategy Board
Managing
Customers
Managing
Technology
Managing People
OSNI: The Case for Change
Ordnance Survey: A history of its own
‘Whereas you have represented unto Us that
it will be advantageous to Our Service to
raise an additional Company of Royal
Sappers and Miners to be employed in the
operations of the Survey in Ireland…’
George IV Royal Warrant 1824
Ordnance Surveys in the British Isles
Partition of Ireland split Ordnance Survey into 3
• 3 different, independent organisational models built on a common history
• Some of the richest mapping at all scales available in the world today.
• Close cooperation on many issues but quite different funding regimes
OSNI: the National Mapping Agency of NI
• An Executive Agency within the Northern Ireland Government’s
Department of Culture Arts & Leisure
• 2005: ca 167 Staff, in HQ and 4 regional offices
– 50 field surveyors
– 94 office-based technical grades
– 23 office–based admin grades
• Digital database of seven terabytes
• 18,000 Maps, Aerial photos and other spatial information
• Map 14,000 house units of change each year – 30,000
applications for planning
• Hold Pointer addresses for >800,000 properties
• 250,000 digital files supplied since 1992
• Have delegated authority on Crown Copyright
OSNI’s Role
• Supplier of mapping to:
– National, regional and local government
– Private Industry
– Value-added resellers
– General Public
• OSNI mapping:
– Underpins much of the Northern Ireland economy
• Recent PA report estimates £7bn/yr
– Acts as a base reference for all N.I. Spatial data
OSNI’s Purpose
OSNI exists to:
‘Maintain a topographic
database to standards of
currency, completeness
and accuracy to meet the
needs of customers’
i.e. to supply the Geographic
Information (GI) framework
through which data from
one or more sources can
be joined up, analysed and
applied in support of
business needs.
Mapping & Surveying historically ……
• Surveying was based on triangulation
– Measure base line by chains, rods, or tapes
– Measure angles by theodolite
– Very time consuming exercises
– Needed people on the ground
• Cartography was fine draftsmanship
– Required extreme patience and attention to detail
– Was based on wax etching and later Letraset
– Took months for a single sheet
Mapping Today is firmly in the Digital Era
• Surveying uses electronic theodolites, laser
range finders, satellite positioning, pen
computers,aerial photography, (ground radar
and satellite imagery)
• Cartography is derived from digital databases,
some updated daily
– Data is built up in layers
– Data can be manipulated using special
software known as GIS
– External data easily linked through the map
– Map is built on “intelligent” points, lines and
polygons, which are “attributed” and can be
“interrogated”
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Digital Mapping in use: GIS Screenshot
OSNI Revenue Trends
Total Sales
8000
7000
6000
4000
Total sales
3000
2000
1000
20
04
20
02
20
00
19
98
19
96
0
19
94
£k
5000
Ye ar e nde d
Sales in 2005/6 £8m
OSNI’s Funding and Status
• Currently a First Steps Agency within DCAL
• Employs User-pays business model as required by
Treasury/DFP
• Information Fair Trader Accredited by HMSO
• Sustained revenue growth now shrinking funding shortfall
• Expected break-even within 2 years
• Migration to Trading Fund status once self-sustainability
reached
Organisational Structure: put in place 2002/3
Chief Executive
Business
Development
Corporate
Services
Finance
Operations
Sales &
Customer Services
Business Planning
Marketing & (Technical
/Commercial) Training
Human Resources
Product Management
/ R&D
Training
GIS Application
Support
Admin
Database
enhancement
Intellectual Property
Rights
ICT
Geodesy
Premises
Technical (Process)
Development
Accounts
Finance
Management
Large Scales
Revision
Small Scales
Revision &
Publishing
Pointer
Market Context
One certainty: Change will continue – in the GI industry
and in NICS
• New technologies, (Lidar, Pictometry, satellite imagery, GPS, 3G
phones, Broadband, Wireless communications, etc.
– Falling barriers to competitor entry
– New market opportunities
– Rising customer expectations
• New skills needed compared to 1995
• OSNI wish to lead change, not react to it
• Every OSNI staff member is affected by and must be involved in
that change
The previous OSNI culture was a mixture :
POWER CULTURE
Like a web with a ruling spider
Those in the web are dependent on a central power source.
Rays of power and influence spread out from a central figure or group.
Power derives from top person with whom a personal relationship is more
important than formal title or position
e.g. small entrepreneurial companies and political groups
Extreme example: Stalin’s Soviet Union.
Key behaviours:
Wariness, risk-aversion, sycophancy,
conformity, politicking, dominance, aggression, passivity, one man’s vision
Previous OSNI culture was also affected by being in Civil Service
ROLE CULTURE or Bureaucracy
Controlled by procedures, role descriptions and authority.
Co-ordination is at the top.
Job position & grades are central
Precise job descriptions
Standardised product/output.
Example:
Passport Office
TV Licensing
Key behaviours:
Predictable, consistent, stable, structured, methodical,
conservative, rigid,empire building, paper shuffling, impersonal,
buck-passing, slow, unresponsive.
In a rapidly changing environment another culture was more appropriate
TASK CULTURE
The network organisation
Small teams co-operating together to deliver a project.
Emphasis on results and getting things done.
Example: NASA man-on-the-moon
Key behaviours:
Empowerment, discretion, self-managing
flexibility, adaptability, talent, teamwork,
problem-solving, innovation, challenging
re-modelling.
OSNI’s organisation and culture?
What type of organisation was the OSNI of 1995?
What values and behaviours did it expect and get?
What type of organisation should the OSNI of 2005
be?
What values and behaviours would it need to
ensure?
What strategic management models would it need?
How?
1. Effect change through Executive
Leadership
2. Conceptualise the Strategy
3. Translate the Strategy to Operational terms
4. Align the Organisation to the Strategy
5. Make Strategy everyone’s job
6. Maintain the momentum
7. Review
Preparing for Strategic Planning :
Strategy
• CE instigated two boards at OSNI in 2001/2
– Strategic Board & Operational Board
– Separate terms of reference & Separate meetings
– SB members plus next management layer
constitute OB
– CE chose the Balanced Scorecard as the
management tool for OSNI
• Board members trained in BSC theory
• Strategy Map developed
• Methodology cascaded
Ordnance Survey of Northern Ireland (OSNI) Mission and Vision
Mission is what we do:
OSNI contributes to the public good by supplying the mapping
information for Northern Ireland
Vision is what we want to become:
We intend to be a leading, financially self-sustainable, public
service, maximising the commercial potential of our information
to minimise cost to the taxpayer.
In this way we will enhance our public good role further, providing
expertise, support, consultancy and advice on geographic
information and geographic information systems, supporting
Government and the wider Public Services in delivering on their
objectives.
From Strategy to Individual jobs
Mission
•
To contribute to the public good by supplying the mapping information
for Northern Ireland
Vision
•
To enhance our Public Good Role
Corporate Goal
•
To achieve financial self sustainability
Strategy Map
•
Focuses OSNI on delivering our Mission, Vision and Corporate Goal
Balanced Scorecard
•
•
Uses mixture of lead and lag indicators / targets for every box
Much work done by SMIT and middle/senior managers/boards in
selecting and defining
PPA & PDP
•
•
Individuals’ work plans for all staff targeted specifically at relevant BSC
Personal Development Plan supports both current and potential work
Strategy Map & Balanced Scorecard
• Strategy Map and the integrally linked Balanced
Scorecard illustrate what success will look like for the
Agency.
• From four perspectives: Financial, Customer, Key
Business Processes and Organisational Learning
and Growth.
• Vision, Mission and especially Corporate Goal are
translated into these specific quadrants, and further
into specific measures and indicators of success
through the Strategy map.
• Alignment of each of these four perspectives is the
key to the focused and internally consistent
development and implementation of strategy.
Values act as backdrop to management activities
• OSNI values underpin our mission and our vision for
the future.
• They describe the character of our organisation, what
is important to us, and how we behave as individuals
and as an organisation.
• OSNI's values are built on those of the Public
Service, and relate to Customers, People, Integrity
and Innovation.
Strategy Maps Applied to the Public Sector
The Mission
Customer Perspective:
“To achieve our vision,
how must we look to
our customers?”
Financial Perspective:
“If we succeed, how
will we look to our
taxpayers?”
Internal Perspective:
“To satisfy our customers
which business processes
must we excel at?”
Learning & Growth Perspective:
“To achieve our vision,
how must our organisation
learn and improve?”
Business Planning Hierarchy
•
Link between Strategy Map –
Corporate BSC – Divisional
BSC – Branch BSC - PPA
Mission: To contribute to the public good by supplying the mapping information for Northern Ireland
Vision: To enhance our Public Good Role
To achieve financial self sustainability
Costs/Income
Financial Perspective
Productivity
Manage Costs
Growth
Corporate Goal
Asset Management
Sustain Income
New Income
Customer Perspective
Quality
Function/Choice
Service
Relationship
Key Business Processes
SIAM
Product
Management
Channel
Management
Data Update
& Supply
Managing our
Customer
Relations
Organisational Learning and Growth Perspective
Strategic Competencies
Key Job
Key Competences
Strategic Information
Technologies
Information Needs
ICT Systems, Infrastructure
Climate for Action
Leadership, Teamwork
Alignment Structure
Culture
Corporate Balanced Score Card
Corporate BSC – Finance Quadrant
Ordnance Survey of Northern Ireland
Corporate Balanced Scorecard 2005-2006
Finance Perspective
PERFORMANCE INDICATOR / DELIVERABLE
RESPONSIBILITY(on
OSNI CORPORATE
OBJECTIVE
MEASURE OF SUCCESS
(1.1)
To achieve financial
self-sustainability
COST / INCOME INDEX
(1.2a)
Manage Costs
UNIT COST OF KEY
BUSINESS PROCESSES
BDD Director
(1.2b)
Manage Costs
ABSOLUTE COST OF
AGENCY
Financial Accountant
(1.3)
Asset Management
FIXED ASSETS to SALES
RATIO
Financial Accountant
behalf of Operational
Board)
Financial Accountant
2005-06
2006-07
2007-08
101 with NIMA £450k / 117 without NIMA
Assuming expenditure within current budget
(i.e. expenditure excludes £175k deferred
untill June Monitoring)
92 with NIMA £1m
110 without NIMA
86 with NIMA £1.4m
105 without NIMA
TBD
-2.5%
-2.5%
-2.5%
TBD
TBD
-2.5%
-2.5%
-2.5%
TBD
£9,441,756
Within +/- 3%
Variance
£9,788,247
Within +/- 3%
Variance
Forecast NBV 31/3/07 £8.9m
Forecast Income £8.7m with
£1m NIMA
= Ratio of 1.02
= % Decrease of 15%
Forecast NBV 31/3/08 £8.2m
Forecast Income £9.4m with
£1.4m NIMA
= Ratio of 0.87
= % Decrease of 15%
100%
100%
100%
100%
100%
100%
100%
100%
SIAM
PRODUCT MGMT
CHANNEL MGMT
DATA UPD & SUP
CUSTOMER REL
Benchmark
-2.0%
-2.0%
-2.0%
Benchmark
£8,839,681
Within +/- 3% Variance
(A) Forecast Fixed Assets NBV 31 Mar 2006 - £9,611,867
(B) Forecast Income - £8m (including £450k NIMA)
= A / B = 1.20 Ratio Score Target
INCOME FROM EXISTING
PRODUCT BLOCKS
Sales Manager
(1.4b)
Sustain Income
TOTAL INCOME
Sales Manager
£8,000k
end of 05/06 figure
end of 06/07 figure
(1.5)
New Income
INCOME FROM NEW
CUSTOMERS / UPGRADES
Sales Manager
£280k
+ % Change
+ % Change
(1.4a)
Sustain Income
Paper
Digital Licensing
Copyright & Royalties
Services
100%
100%
100%
100%
Mission: To contribute to the public good by supplying the mapping information for Northern Ireland
Vision: To enhance our Public Good Role
To achieve financial self sustainability
Costs/Income
Financial Perspective
Productivity
Manage Costs
Growth
Corporate Goal
Asset Management
Sustain Income
New Income
Customer Perspective
Quality
Function/Choice
Service
Relationship
Key Business Processes
SIAM
Product
Management
Channel
Management
Data Update
& Supply
Managing our
Customer
Relations
Organisational Learning and Growth Perspective
Strategic Competencies
Key Job
Key Competences
Strategic Information
Technologies
Information Needs
ICT Systems, Infrastructure
Climate for Action
Leadership, Teamwork
Alignment Structure
Culture
Financial Perspective – 1.1
110 with partial NIMA (£450k)
117 without NIMA
Financial Perspective – 1.2
Financial Perspective – 1.3
Financial Perspective – 1.4
Financial Perspective – 1.5
Customer Perspective – 2.1
Customer Perspective – 2.2
Customer Perspective – 2.3
Customer Perspective – 2.4
Business Perspective – 3.1
Business Perspective – 3.2
Business Perspective – 3.3
Business Perspective – 3.4
Business Perspective – 3.5
Organisational Learning and Growth Perspective – 4.1
Organisational Learning and Growth Perspective – 4.2
Organisational Learning and Growth Perspective – 4.3
STRATEGY MAP
CONCLUSION
Summary
• A tool that needs involvement and clear
leadership
• Keep it simple
• Hone it
• Explain it
• Integrate it into day-to-day activities
• Review it
• Adapt it
Balanced Scorecard
Questions & Discussion
Business Planning Flowline
Current Position