Upload
german-alfonso
View
1.680
Download
0
Embed Size (px)
DESCRIPTION
Examples of Best Practices executed by Mapfre Brazil, which lead it to win the Balanced Scorecard Hall of Fame prize in 2010.
Citation preview
a picture tells a thousand words
12 best practices September, 2010
1.4 Leaders reinforce strategic priorities
STRATEGIC ALIGNMENT
2010
the difference is in your hands
The President kicks-off the yearly
strategic alignment meeting
(around 450 people)
Leaders, not the OSM, conduct
alignment meetings and workshops
We include our targets in all our strategy maps
2.3 Targets identified for all measures
And our main corporate targets (algorithm)
are ever-present:
• T-shirts; or • Emergency exits!
Corporate – with the contribution of Business and Support Unit leaders – defines the strategy:
3.1 Corporate contribution for strategy defined
Auto
General Insurance
Life Insurance
Guarantee & Credit
HR
IT
Admin & Fin
Legal
Audit & Internal Control
Market & Sales Network
Distribution Channels
Long-Term Strategy Map Short-Term Strategy Map
Auto
3.2 Enterprise scorecard guides business units
Long-Term Corporate BSC
Short-Term Corporate BSC
General Insurance
Life
Guarantee & Credit
Market & Sales Network
Distribution Channels
SBU STRATEGY MAPS & SCORECARDS
GO TO MARKET STRATEGY MAPS &
SCORECARDS
3.3 Enterprise scorecard guides support units
Auto
Long-Term Corporate BSC
Short-Term Corporate BSC
General Insurance
Life BSC
Guarantee & Credit
HR
IT
Admin & Fin
Legal
Audit & Internal Control
Market & Sales Network
Distribution Channels
SBU STRATEGY MAPS & SCORECARDS
GO TO MARKET STRATEGY MAPS &
SCORECARDS
SUPPORT UNIT STRATEGY MAPS & SCORECARDS
We communicate in multiple ways:
• Campaigns • Business cards • e-learning • Training • Games/ Contests • Posters • Videos • Intranet • Workshops • Live presentations • Etc.
4.1 Strategic awareness created
4.2 Personal goals aligned
ESTRATÉGIAS Diretoria
Área
STRATEGIC FUNDAMENTALS
ENVIRONMENTAL ANALYSIS
COMPETITIVE STRATEGY
SHORT-TERM OBJECTIVES
BUSINESS AND SUPPORT UNIT OBJECTIVES
AREA ACTION PLANS INDIVIDUAL TARGETS
LONG-TERM OBJECTIVES
A thorough process has been put in place to create two thousand seven hundred (2,700) personal scorecards, which sustain the whole performance management system.
PERFORMANCE MANAGEMENT
SYSTEM
All individual goals and action plans are inserted in a system to verify
progress and evaluate performance
4.3 Personal incentives aligned
Variable pay is distributed depending on corporate, unit and individual performance:
CORPORATE 60%
UNIT 40%
Senior Executive
CORPORATE 30%
UNIT 30%
PERSONAL 40%
Line employee
A joint catch-ball process for setting strategic and budget targets:
5.1 Budget is driven by strategy
President sets key goals
Each Business Unit leader sets
his/her key goals
Target Setting Workshop
Finance Updates Budget
OSM Updates Strategy Maps
Input from headquarters
(Spain)
• SWOT Analysis • Environmental scanning • Performance check
A commitment to excellence with Six Sigma, with concrete results:
5.4 Process improvement aligned to strategy
Trai
ning
M
illio
n
1st Wave 2nd Wave 3rd Wave Total
Executives
Learning to learn
ROI and Savings
5.6 Strategic performance information guides decision making
Initially separate systems, now an integrated information technology solution for all strategic and performance management needs:
All information stemming from
strategy maps and BSCs is updated and
available on-line
Analysis, comments, emails, updates are tools commonly used to keep the information system
alive
Personal objectives and development plans are also
managed in the system
5.7 Strategy reviewed on regular basis
A complete governance model to facilitate decision-making:
• What: strategy review
• When: once a month
• Who: top leadership
• Why: verify progress on main goals (algorithm)
• What: operational review
• When: once a month
• Who: each business and support unit
• Why: verify operational performance
• What: operational/strategic review
• When: quarterly
• Who: each business and support unit
• Why: strategic view of operations