The ownership structure should promote a culture of shared respon sibility and

The ownership structure should promote a culture of

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The ownership structure should promote a culture of shared respon- sibility and accountability, as no objective can be achieved solely as a result of a functional effort. An objective owner has the responsibility to coordinate different efforts within the organization to achieve the identi- fied objective. The owner should also ensure proper reporting on perfor- mance with respect to the objective and act as an objective voice during strategic reviews. Measuring the Strategy Each objective identified on the map has to be profiled. The profile includes the identification of a strategic measure through which perfor- mance will be measured. Strategic measures can be either “lead,” measur- ing the effort undertaken to achieve the objective, or “lag,” measuring the final outcome. Evaluators must develop a full profi le for each measure. Each profi le con- sists of information on the objective to be measured, the objective owner, the measure intent, the formula, the reporter, the measuring unit, and the frequency of measurement. It also includes information on the target and the baseline. The objective owner should develop or endorse the measure to be used and ensure the quality of data reported on it. In some cases, the strategy is measured on a theme basis. A theme team agrees to measure the value added generated from a theme directly, through a set of measures or indexes identifi ed for this purpose. Managing Initiatives In some cases—including both the internal processes and learning and growth perspectives—the objectives identifi ed have to be supported by spe- cifi c initiatives or projects to drive performance and close a performance gap. Strategic initiatives are not daily operations or projects. They are proj- ects that drive structural change; in most cases, they have a cross-functional nature. Each initiative is profi led by describing it and identifying its relation to the objective or set of objectives. The profi le should also provide informa- tion on the milestones, time line, deliverables, and initiative manager and team. The objective owner should endorse the initiative and build its logical link with the objective.
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Evaluation Systems as Strategy Management Tools: Building Dubai’s Institutional Learning Capacity 63 Reporting Performance Reporting performance is the part of the process in which management of the strategy is practiced. The quality of performance reporting depends on the quality of all of the abovementioned processes. This process engages three integrated parts, in which the objective owner plays a major role: • Preparation of performance report . A report is compiled based on data collected on both measures and milestones. The report analyzes perfor- mance with respect to the objective and recommends actions to be taken by the management team. The report should fully refl ect the strategy map. Objective owners should review the report before it is submitted to the strategy team for discussion.
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