Baldrige = Success
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Dol
lars
Year
ProductivitySales & Profit $
per Employee Cost $
Net Sales Dollars per Dollar of Employee Costs
Profit Dollars per Dollar of Employee Costs
Better
ValidateMission Statement
• To ensure guidance to the organization is aligned with current business needs and direction.
BOD, CEO and President
A
1Set the Direction
January
ValidateKey Stakeholders
• To ensure groups with a vested interest in the organization’s success are represented.
BOD, CEO and President
B
1Set the Direction
January
ValidateOrganizational Goals
• To ensure goals are aligned with current business needs and direction.• Goals owned by BOD.• Future performance levels for goals set by CEO and President.
BOD and President
C
1Set the Direction
January
Validate Shareholder Key Requirements
• To ensure current understanding of the key requirements that must be met to achieve the shareholder satisfaction goal.
CEO and BOD
D
1Set the Direction
January
Validate other Stakeholder Key Requirements
• To ensure current understanding of the key requirements that must be met to achieve the respective stakeholder satisfaction goal.
President and SLT
E
1Set the Direction
January
Results Review
• To identify opportunities to address, actual and projected performance are reviewed against goals.
CEO and President
F
1Set the Direction
January
Create Company Strategies
• To provide guidance in decision making.
CEO and President
G
1Set the Direction
January
Conduct Company SWOT Analysis• Strengths, weaknesses, opportunities and threats in relation to the current and future environment are analyzed. • Strategic advantages, challenges and core competencies are validated. • Reviewed with the BOD to identify blind spots.
Chairman, CEO and SLT
H
1Set the Direction
January
Create Strategic Objectives
• To define the initiatives to undertake to remain competitive and achieve current and future goals.• Major APs may be identified.• Reviewed with the BOD to identify blind spots.
CEO and President
I
1Set the Direction
January
2Deploy the Strategic
ObjectivesFebruary, May and August
Strategic Objectives Deployed
• To all employees with a formal call for innovation.• Employees submit ideas for APs.• Employees help identify blind spots.
CEO and SLT
J
Ideas Categorized
• To identify strategic ideas for consideration as APs on the strategic plan.
SLT
K
2Deploy the Strategic
ObjectivesFebruary, May and August
Results Review
• To identify opportunities to address, actual and projected performance are reviewed against goals.
SLT
L
2Deploy the Strategic
ObjectivesFebruary, May and August
Review Company SWOT Analysis and
Conduct Department SWOT Analyses
SLT
S
O T
W
M
2Deploy the Strategic
ObjectivesFebruary, May and August
Review
• To create a focus on factors or capabilities to utilize or overcome in the strategic plan, core competencies, strategic advantages and challenges are reviewed.
SLT
N
2Deploy the Strategic
ObjectivesFebruary, May and August
InnovationStrategic ideas for
APs to achieve strategic objectives
are captured.
2Deploy the Strategic
ObjectivesFebruary, May and August
3Create Strategic Plan
October – October
Analyze and Select Ideas for APs for Next Year’s Strategic Plan
• To determine the most important APs to implement next year to achieve strategic objectives and goals.
SLT
O
3Create Strategic Plan
October – October
Analyze and Select APs for Long-Term Strategic Plans
• To determine the most important APs to implement as a part of the long-term strategic plan (2-3 years out), to achieve future strategic objectives and goals.
SLT
P
3Create Strategic Plan
October – October
Prioritize APs
• To determine the appropriate importance level of each AP.
SLT
Q
3Create Strategic Plan
October – October
Integrate Strategic Plan with Workforce Planning
• To ensure the resources needed to execute the strategic plan are integrated into workforce plans.
SLT
R
3Create Strategic Plan
October – October
Integrate Strategic Plan with Financial Plan
• To ensure the impacts to financial plans are identified and incorporated into the budget.
SLT
S
3Create Strategic Plan
October – October
Finalize and Approve the Strategic Plan
• To commit to a strategic plan to implement in the next year. • SLT finalized the plan, the CEO and President approve the plan and the BOD reviews the plan.
CEO and SLT
T
4Deploy the
Strategic PlanNovember
Deploy the Strategic Plan
• To the entire organization to facilitate engagement and acceptance of the plan.
SLT
U
5Execute the
Strategic PlanJanuary - December
Execute the Strategic Plan
• Implement the APs on the intermediate-term strategic plan.
SLT
V
6Control the
Results of APsJanuary – December
Control the Results of APs
• To ensure desired results are achieved and sustained.
CEO and SLT
W