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Mapas Estratgicos y Ficha de Indicadores

Ing. Giulio Marchena Sekli

Las 4 perspectivas
Perspect iva Pregunt as principales
Para tener xito financieramente, Cmo debemos aparecer ante nuestros accionistas?

Financiera
Causa y Efecto

Cliente Procesos internos

Para alcanzar nuestra Visin, Cmo debemos aparecer ante nuestros clientes? Para satisfacer a nuestros Accionistas y Clientes, En qu procesos del negocio debemos sobresalir?

Aprendizaje y crecimiento

Para alcanzar nuestra Visin, Cmo debemos mantener nuestra capacidad de aprendizaje y cambio?

Indicadores, Metas e iniciativas


Qu est am os t rat ando de conseguir con la est rat egia? Cm o ser m onit oreado el desem peo de los objet ivos ? Qu nivel de desem peo es el requerido? Cuales son las acciones o planes para alcanzar la m et a?

Objet ivos
Incrementar volumen de ventas

Indicadores
Facturacin Acumulada En el ao

Met as
US$ 2 M

Revisar esquema de licenciamiento Adoptar Solution Selling

Iniciat ivas

Ejemplo de un Mapa Estratgico


Strategic Theme: Operating Efficiency
Financial Profitability Fewer Planes Customer Flight Is on Time Lowest Prices More Custom ers

Objectives

Measurement

Target

Initiative

Profitability More
Customers

Cost Fewer planes Flight is on -time FAA On Time Arrival Rating Lowest prices Customer

Market Value Seat Revenue Plane Lease

30% CAGR 20% CAGR 5% CAGR #1 #1 Quality


management Customer loyalty program

Ranking (Market Survey)

Internal Fast Ground Turnaro und Learning Ground Crew Alignment

Fast ground
turnaround

Ground crew
alignment

On Ground Time 30 Minutes Cycle time optimization On-Time 90% Departure program % Ground crew yr. 1 70% ESOP trained yr. 3 90% Ground crew yr. 5 100% training % Ground crew
stockholders

Ejemplo de un Mapa Estratgico


Commercial Bank Strategy Map
Financial

Maxim ize shareholder v alue


F2

F1

Grow Earnings and SVA


F3

Increase revenue growth

Leverage expenses

through a super ior custom er experience


Customer
C1

Do it right

C2

Know, respect, and value me

C3

Meet my needs

Achieve Operating Excellence

Acquire and Build Intimate Customer Relationships


Retain and expand valuable relationships A cquire targeted customers

Provide C ustomer Solutions Across the Multi-channel Network


A ctively reposition business as a full financial service provider Build and integrate channel capabilities

I2

Internal Process

Provide effective problem resolution

I5

I9

I4

I8

I1

A ccurately and consistently deliver what we promise


I3

Develop and deploy customer knowledge

I6

Develop and integrate competitive investment capabilities

I7payments

Enhance

capabilities

driven by a high performanc e, cust omer -centric culture.


Learning & Growth

L1

Attract, develop, and retain hig h performing and diverse workforce

L2

Build and maintain a customercentric culture

L3

Drive continuous improvement (six sigma, etc.)

L4

Implement disciplined test control and measurement approaches

Formato para obtener los KPIs, mtricas, periodos, etc.

Present a vist as consolidadas de m t ricas para drilldown.

Quin es BSC Collaborative?

Certificado por BSC Collaborative

Cumplimiento de estndares