BSCol Best-of-the-Best

Strategy Maps

June, 2003

For More Information Contact:

the Design Team
 BTM Global Corporate Banking BU (Americas) Strategy Map
Increase
Increase net
net income
income
Financial
Perspective
Maximize
Maximize
Increase
Increase fee
fee Minimize
Minimize credit
credit Enhance
Enhance cost
cost
income
income from
from
income
income costs
costs efficiency
efficiency
core
core customers
customers

Customer
Perspective Be
Be #1#1 foreign
foreign Provide
Provide speedy
speedy
Be
Be aa reliable
reliable Provide
Provide global
global
wholesale
wholesale bank
bank and
and accurate
accurate
source
source of of credit
credit network
network banking
banking
in
in the
the Americas
Americas service
service

Grow
Grow Revenues
Revenues Manage
Manage Risk
Risk Enhance
Enhance Productivity
Productivity
Tie-up
Tie-up between
between
business
business strategy
strategy Execute
Execute major
major
and
and risk
risk appetite
appetite technology
technology and
and
Strategically
Strategically focus
focus Proactive
Proactive risk
risk efficiency
efficiency projects
projects
on
on regional
regional management
management andand
Internal opportunities
opportunities compliance
compliance
Process Enhance
Enhance
Perspective Close
Close collaboration
collaboration
Enhance
Enhance risk
risk
collaboration
collaboration throughout
throughout supply
supply
management
management in in
between
between RMs
RMs and
and chain
chain
Latin
Latin America
America
POs*
POs*

Enhance
Enhance disaster
disaster
Segmentation
Segmentation and
and Streamline
Streamline credit
credit
recovery/business
recovery/business
tier
tier up
up approval
approval process
process
continuity
continuity plan
plan

Competitive
Competitive
Human Provide
Provide training
training on
on
Capital Develop
Develop environment:
environment: Competitive
Competitive
credit
credit and
and
Perspective succession
succession plan
plan teamwork,
teamwork, safe
safe compensation
compensation
products
products and
and fair
fair

Bankwide common objective Objective unique to GCBU Shared objective BANK FOR YOU
2
 Boston Lyric Opera Strategy Map

Our mission is to ensure the long-term future of opera in Boston and New England by (1) producing the highest quality professional productions of
diverse opera repertoire that are artistically excellent as well as musically and theatrically innovative; (2) developing the next generation of opera talent;
(3) engaging and educating a diverse community about opera to become enthusiastic audience members, educators, supporters, and volunteers.

Supporters/Subscribers National/International Opera Scene Community

Target Focus on Build Artistic Launch Unique Focus on

CUSTOMER Generous and Loyal Board Reputation Residency
Present
Promote
Build
Educ./Comm.
Diverse Community
Contributors/ Investment and for High Program for Collaborations Programs for
Repertory Support
Prospects Recruitment Standards Artists Greater Boston

Enhance Customer Relationships Insure Operational Excellence Increase Brand Awareness

INTERNAL
BUSINESS
PROCESSES Streamline Develop Develop Develop
Increase Improve Contract Increase Cost Launch
Ticketing/Gift Web-based Innovation New
One-on-One Board Support Best Efficiency/Quality Comprehensive
Acknowledgement Service/ Review Products/
Contact Systems Talent Assurance PR Campaign
Processes Products Process Program

Develop Strategic Job Competencies Strengthen Strategic Alignment Build Growth-Enabling Infrastructure

LEARNING
AND Provide Leverage Board Develop Develop
Incorporate Invest in
GROWTH Staff with Effectiveness with Strategic
Milestone
Create
Strategic
Administrative
Skill Education and Communications HR Plan Residency
Evaluations Technologies
Training Fundraising Training Plan Program

Fiscal Health Growth Planning

FINANCIAL Systematize Build

Create
Develop Institutionalize
Increase Long-Term
Financial Multi-Year Realistic Multi-Year
Revenue Investment
Processes Support Pro Formas Budgeting
Strategy

3
 DuPont Engineering Polymers Strategy Map
Maximize
Shareholder Value
Financial

Optimize Profitability
by Customer
Category

Minimize operating cost

Improve
Improve sales and Achieve extraordinary
transaction cost
margin via results
Application Mgt Match value delivered with cost Maximize Revenue
Process Of services provided Growth By DBM Category

Deliver to
promise
Customer

Meet my specs with quality

and consistency
Execute Improve productivity
transaction
and growth in my
with low cost The right offering at the Provide value chain with
and high value chain
right price at the right breakthrough value
Offer me the lowest price for reliability time
my needs

Optimum Understand Manage applications

asset customers through
Internal

utilization needs and align 1. Idea Management Evaluate and

capabilities 2. Application pursue M&A
Development options to expand
Commodity
3. Life Cycle Consulting & Specialty portfolio
Implement TE Management Selling &
Program Opportunity
Drive polymer supported by Account Selection
SAP/R3 Management
process robustness Management
Define and
implement the Select NBD concepts
Application from within EP
Achieve best in class Management organization, and
compounding costs Process incl. manage them to
RACI commercialization

IT Platform to
Develop
grow business Increase
appropriate sales model without Selling Skills:
L&G

resource
and dedicated assets increasing Develop Commodity
availability to Use discipline
for both core (I.e., low infrastructure grow business organizational Solution processed for NBD
cost) and specialty (I.e., skill sets Relationship
flexibility & response) Business
offering Channel
Processes for
emerging rules
of commerce

DuPont EP Story Paul Kalicky/Timothy Henry March 6, 2001

2003 Balanced Scorecard Collaborative, Inc. bscol.com 2001 Emergence

4 Consulting. All rights reserved.
 Fulton County School System Strategy Map

Students Students are

Master Nationally
Student
Achievement
Curriculum Competitive

Customer and
Parents are Community is
Stakeholder School Climate is
Involved and Involved and has
Involvement and Safe and Enriching
Satisfied Positive Perception
Satisfaction

Efficient and Effective Resources are in

Facilities are Safe
Instructional and Instruction is Transportation is Place for the Students have
and Well-
Administrative Effective Safe and Efficient First Day of Nutritious Meals
Maintained
Processes School

Teachers and
Staff Learning Staff are
Other Employees
and Growth Competent
are Satisfied

Financial Sound Fiscal

Performance Management

5
A Global Industrial Enterprise With Market Leading Brands
Performance

Drive Shareholder Value

Financial

Drive Growth Continuously

Accelerate Improve Asset Drive Cash Flow
Through Lower the Cost
Organic Growth Utilization Generation
Acquisitions Base

Provide Leading Customer-Focused Solutions in the Markets We Serve

Experience
Customer

Provide the Best Products, Develop Partnerships to Create Loyalty through Excellence
Services, and Solutions Deliver the Best Total Value in Quality, Service, and Delivery

Drive Dramatic Growth through Drive Demand through Drive Operational Excellence
Innovation Customer/End-User Intimacy
Continuously Improve Health, Safety,
Leverage IR Channel and Customer and Environmental Practices
Manage the Product Portfolio for Network
Excellence

Competitive Advantage Continuously Improve Manufacturing

Process

Develop Customized Marketing Network Efficiency and Effectiveness

Restructure Businesses and Markets to
Drive Growth and Profitability
Identify, Acquire, and Assimilate
Complementary Solutions
Develop Innovative, Differentiating
Applications and Solutions
Identify and Target Growth Markets and
Segments
Programs With Key Customers
Align With Innovative, Market-Driving
Customers within Target Channels
Identify and Select Target Channels
Understand Customer and End-User
Needs
Create Best-in-Class Corporate
Center
Create Best-in Class GBS Processes
and Services
Design for Speed, Cost, and Value
Continuously Improve Technology
Efficiency and Effectiveness

Leverage the Power of Our Enterprise Through Dual Citizenship

Expertise
People

Develop Strategic Leverage Exemplify IR Expand

Share Best Capabilities with
Employee Cross-Business Guiding
Practices Technology
Competencies Synergies Principles

6
 Media General Maximize
Strategy Map - 2003
Financial
Shareholder Value

Profitable Growth
Increase Optimize Asset
Manage Management
Revenue Costs
Readers / Viewers / Users CUSTOMERS Advertisers
Customer

Ensure Community Provide

Involvement Excel at Integrity, Quality Deliver
Be the Source for
Fairness & Service Desired
Accurate, Compelling &
Relevant Content Objectivity Audience

LEVERAGE CONVERGENCE and SOUTHEAST FOCUS Through the Following:

Promote Deliver High -Quality Build Strong
Public Trust & Service Through Community Provide Innovative
Internal

Identity Continuous Partnerships Multi-Media/Multi-

Improvement
Market Content &
Develop and Deliver Sales
Win New Superior Content
Advertisers and and Expand Create and Acquire
Increase Share from Circulation, New Products and
Existing Accounts Viewership & Users Services
& Growth
Learning

Attract & Promote Culture

Retain High Focus on Promote of Change and
Quality Career & Skills Employee Employee
Employees Development Communication Empowerment

Media General
7 Core Values: Integrity Quality Innovation
 Financial Human Resources Strategy Map

F1
Increase NCC
Shareholder Value F3
F2
Enable Net Income Maximize the ROI
Growth in People
Customer

Business Partners National City Employees

C1 C2 C3 C4
Be a Trusted Foster a Supportive Provide Quality
Attract, Develop & and Inclusive Culture
Retain the Best Advisor and Programs that Are
Business Partner for Success Superbly Executed

Drive a High Deliver Customer Provide Consistent High

Recruit The Best Performance Culture Centric Quality Service
That Enables Success Communication

I3 Empower and
I1 Hire Talented Drive Retention of Convey a Caring
I6 and Sustaining I8 Expect HR
People Who High Potentials
Workforce to Do
Process

Culture Through
Internal

Thrive Living The

Brand Human Resource Whats Right
Information
Proactively
I4 Identify and
Remove Barriers
to Success Challenge Employees
I7 to Exceptional I9 Provide
I2 Hire Employees Performance by Innovative Cost
Who Can Serve Drive Rigorous Embracing the NCC Effective
Diverse Markets I5 Performance Mission Service
Management &
Development

Execute a Customer Centric Strategy

& Growth
Learning

Know the Commit to Drive

L1 L2 L3
Business Everyones Success Continuous
Improvement

Under Construction
8
 Help Clients Achieve Financial Security Over a Lifetime
Our success comes from ...

1 Delivering Value to Policyowners & Customers

Financial

Growing
2 Growing Protection 3 Managing the 4 Managing 5 Investment Product
Revenue Fundamentals Expenses
Revenue

Policyowners, Customers , differentiating

& Financial Representatives ourselves by providing our clients with ...
Customer

Leading Products Expert Guidance &

6 Strong Brand 7 8 Relationship-
Needs-Based Based Service
Best Product Value Planning

, excelling at those things that drive our strategy ...

For the Network ... For the Home Office ...
Internal Process

Re-Examining Internal
9 Expanding the Field Force Ensuring Compliance / Best 13 Processes to Maximize
11 Practices and Proper Efficiencies
Supervision

Enhancing Representative
10 Providing Supporting Managing Projects to
Productivity 12
Technologies 14 Deliver Cost-Effective
Benefits

, and fostering loyalty, productivity and personal growth by ...

& Growth
Learning

Enhancing Network Providing a High- Engaging Employees

15 and Specialist Quality Work in Company Strategy
16 17
Capabilities Environment & Success

9
 Corporate Map
Assure profitability and
value
Keep leadership in the Brazilian market
of oil and derivates Expand international Consolidation as an
operations energy company
Sustain Grow
Pursue revenues assuring
cost and portfolio
Financial leadership optmize diversificatio
Perspective margin
n

Offer high
Downstream quality
Market Customer products and
Commitment
with society Increase
Perspective Loyalty services to the
international Pursue natural
consumer gas market
presence
Quality of products and leadership
services Quality of products and Social responsibility
services
Supply commitment Ethics and
Competitive price Competitive price transparency

Market Orientation Responsible operation

Assure
Process capital
Increase Follow
Perspective quality of customer and
Reinforce discipline
products competitive brand
imange Assure
and services behaviour
international
standards for
EHS

Enterprise Excellence Integrated Growth

Become Develop
benchmark in Increase natural gas
operational refining market
costs capacity

Domestic
Create sinergies among
Service Areas, Financial
Areas and Corporate International
Units with Business Epand
Areas Integrated
Reserves and operations for
Production eletric energy

Drive Develop and Improve Educate community

Foster Strategic
Learning and Growth Climate for information
towards Competencies
and labour force for
results social responsibilty
Perspective business
Management
Decision Support Market orientation
Knowledge Management Innovation and technology
10
 Royal Canadian Mounted Police Strategy Map

STRATEGIC FRAMEWORK
WORLD-CLASS POLICE SERVICE (CLIENTS, PARTNERS AND STAKEHOLDERS)

C1 Live core values that C2 C3 Be the best managed

Excel at leading-edge
make us a trusted organization in
policing
partner government

BRIDGE-BUILDING OPERATIONS MANAGEMENT EXCELLENCE

I.7
Contribute valued Reduce threat Excel at resource
public policy advice of terrorist management
Reduce threat activity
and impact of
organized I.8
Prevent and Exemplify modern
Be Build crime Maximize Use
Reduce Youth management principles &
community strategic of the
Involvement in practices
leaders alliances Operations
Safer and Crime
Model
Healthier I.9
Aboriginal
Support Assure accountability at all
Communities International levels
Communicate our vision Operations &
Initiatives

WORKFORCE OF EXCELLENCE (PEOPLE, LEARNING & INNOVATION)

L1 L2 L3 L4 L5
Provide enabling Ensure Pride & HR policies & Positive &
equipment & leadership for commitment to practices to healthy work
technology the future service support strategy environment

11
 RFG 14th Mid Term Plan Strategy Map (April 2002 through March 2005)

Become Americas #1 Image Communication Company

Financial
Revenue Growth Strategy Maximize
Productivity Strategy
Operating Cash
Flow Maximize
Grow Revenue
Profitability Deliver Effective Low
Cost Operations
Grow MFP
Market Share Expand Total
Grow Color Document Fund Strategic
Laser Printer Volume (TDV) Improve Cost Improve Asset
Investments
Market Share Structure Utilization

Customer Lower Total Deliver Quality Provide Green

Cost of Customer Provide Accurate Products &
Improve Office Ownership Be Easy to do Service & Timely Programs
Productivity Business With Information

Internal Expand Sales of Core Products & Establish New Customer Focused Effective & Low Cost Environmental
Process Business Models which Increase Total Management to Operations to Create Leadership
Document Volume Increase Customer Investment Opportunity
Strengthen
Increase Value
Consultative Optimize Establish Green
Customers Sales Process Develop a Organization Solution
Awareness of Customer Marketing
RFGs Value Relationship Business Models
Create/Promote Reengineer &
Management & Systems
Printing/Document Standardize
Program
Develop Effective Solution Products Processes
Distribution & Services
Leverage
Channel Strategy Capture & Technology
(Major Account Establish a Process Analyze Manage
growth focus) to Collect & Use Customer Provide Continual Environmental
Customer & Voice Improvement for all Impact
Competitive Data Business Processes

Learning & Growth Become an Employer of Choice

Improve
Improve Increase Develop Full
Knowledge of Attract & Revitalize Employee
Competitor Corporate Social Employee
External Best Retain Talent Reward Systems
Knowledge Responsibility Potential
Practices

12 2002 Ricoh Corporation

 FY 2003 Strategy Map
Vision:
SMDC is a values-driven, integrated organization which will be recognized for excellence in customer service, quality patient care,
financial strength, and support of community health

FINANCIAL Build a Strong Financial Base to Sustain our

To financially sustain our Mission,
Mission and Achieve our Vision
on what must we focus? Implement Managed Deliver Cost Efficient Care
Growth
Maximize High Margin,
Market Opportunities 1

Specialty Care Patients / Referring

Primary Care Patients Payers/Employers
CUSTOMER Physicians
To achieve our Vision,
how should we appear to Personal Leading Leading Innovative Price competitive
Excellent service relationships edge technology edge expertise programs service
our customers?

Provide Outstanding Demonstrate Continued Clinical Strive for Operational

Customer Service Excellence Excellence

INTERNAL Clinical Practice Optimize Staff Efficiency

Develop leading edge Management
To satisfy our customers, at techniques and programs
which operational processes
must we excel? Redesign operations for
Friendly, attentive efficiency and
On-Time effectiveness
Easy Access Service interactions
Develop research
opportunities aligned with Continually develop sub
targeted growth areas specialized clinical services

Implement technology &

LEARNING & Clearly communicate Create an environment to Recruit & retain
develop facilities &
expectations and accountabilities support employee engagement qualified staff
GROWTH infrastructure to support
aligned with strategic priorities & commitment to the mission internal processes
How will we sustain
our ability to change Develop Leadership
and improve? & Management
Talent
1 Cardiothoracic, Orthopedics, Neurosurgery, Cancer, Gastroenterology, Surgery
13 Copyright 2002 by St. Marys/Duluth Clinic Health System
 Group Balanced Scorecard
Map

F1- Increase
Financial Shareholder Value
What we must
deliver to our F3- Underwrite F4- Maintain F5- Maximize F6- Improve
F2- Grow for Maximum Top Financial Investment Expense
shareholders Revenue Value Strength Return Productivity

Maximum Client
Client Value
C1- Long-term Partner
What our clients for Risk and Capital C2- The Right Risk C3- Responsive and
Management and Capital Solutions Reliable Execution
expect from us

Client Focus Underwriting & Operational Excellence

Structuring Excellence
I3- Maximize I8- Streamline and
Business I7- Design and Price Improve Business
Internal Opportunities Offerings Appropriately and Information
Processes
What processes I6- Understand and
we must excel at I2- Build Consistent
Manage Our Book
of Risks
and Deeper Client
Relationships I1- Understand
Client Needs I5- Enhance and Comply
I4- Expand and with Risk Management
Leverage Processes
Leadership in Risk
Intelligence

People &
Knowledge P1- Ensure the Right P2- Live the Swiss P3- Deliver Relevant,
How we must Skills are Available for Re Core Values High-Quality and
Business Needs Timely Information
develop
our organization
14
 Teach For America Strategy Map: May 2002
Improve
Improvethe
theprospects
prospectsofof Impact
Impactthe
theprospects
prospectsof
ofchildren
children
children
childrengrowing
growingup
uptoday
today growing
growingup
uptomorrow
tomorrowin
in
Social Impact in low-income communities
in low-income communities low-income communities
low-income communities

CM effectiveness measure Impact on alumni career choice

# of entering CMs (and Growth in special initiative areas
children served)
Results of periodic or Results of one-time studies
one-time studies
% CMs complete commitment
Constituent Perspective
Corps members (produce impact Alumni (produce impact by effecting
by effecting gains in student social change)
achievement)

% satisfaction % satisfaction
% feel TFA values efforts Engagement index

Internal Operations Key Grow size, caliber, and Select Increase effectiveness of Build a thriving
Selecthigh
highquality
quality Increase
Increaseeffectiveness
effectiveness
Levers diversity of applicant pool applicants
applicantsto
tojoin
joincorps
corps of
oftraining
traininginstitutes
institutes regional support network alumni network

Number of top quality
applicants
Grow Corps Member Base
Corps quality metrics CM % satisfaction with
training
First-review accuracy
percentage CM ratings of faculty
Enhance Corps Member Effectiveness
CM % satisfaction with Communications channel
support network effectiveness
Clustering metric % alums attending events
Catalyze Alumni Movement

!
Financial Perspectives Ensure viable fiscal position through
Grow
Grow and
and diversify
diversify good financial management and
revenue
revenue base
base controlling growth in costs
Total ongoing revenue $ above/below budget
# of HNW individual donors Cost per CM
# regions with public funding Operating reserve size

Build a Sustainable Financial Base

Learning and Growth Ensure effective management Enhance

Enhancetechnology
technology Conduct smart Build capacity of our Prepare for expansion
Build
Buildaadiverse,
diverse,talented
talentedteam
team throughout the organization capabilities
capabilities experiments national board
Perspectives
# pipeline prospects apply % of key annual goals met Staff % satisfaction # of new sites
with technology # of strategic $ raised from or
% high performers retained % managers receive training experiments through national New institute site
% new projects up conducted board members established
Diversity % of staff on-time
Staff % satisfaction
Build a Thriving and Diverse Organization

15
 Thomson Scientific Strategy Map
Financial Performance

Support Thomsons Shareholder

Value Goals
Financial

F1. Increase Profitable F2. Increase Revenue By

Growth Through F3. Leverage TS
Expanding Share in Our Investment
Acquisitions and Current Markets
Organic Product
Development
Markets/Customers

Customer Value Proposition (Buyers and End Users)

C1. Provide essential content C2. Provide solutions and C3. Build and Maintain
that helps end users make technology that is integrated into Critical Lasting
better decisions faster customer workflow Relationships

Markets and Customers Solutions Operations

I1. Identify and

I2. Invest in Products I4. Increase Speed To
Internal Process

Execute I5. Improve the

That Fulfill Customer Market With Enhanced or
Acquisition Performance of the
Requirements New Products and
Opportunities Editorial Process
Solutions

I3. Understand
Our Markets and
Customers

I6. Leverage Content, Common Platforms, Systems and Processes

People

P2. Create a P4. Create Environment

People

P1. Ingrain Common Customer-centric P3. Increase so Employees Reach

Core Values Organization Management Depth Their Full Potential

16
 US Dept. of Commerce Strategy Map
(Economic Development Agency)
Stakeholder-Become an effective, efficient, results-oriented agency Maximize EDA
Impact on
Taxpayers Advance Distressed
White House/OMB Administrations Communities
Show Visible
Congress Domestic
Results
Dept of Commerce Agenda
Be Knowledgeable & Make Investments
Prompt Economic that are Engines of
Development Advisors Growth

Customer Maximize Higher Financial

Distressed Communities Skill / Higher
Wage Jobs Maximize
Investment Partners Maximize
Administrative
Private Sector Provide a Private Sector
Provide Efficiency &
Transparent & Leverage
Information & Effectiveness
Technical Responsive
Assistance Process

Internal
Policy Leadership High Impact Investment Organizational Excellence
Update & Enhance Due Technology
Expand Enhance Post Diligence Enable Key
Investment Approval Business
Monitoring Improve
Provide Policy Processes
Communication
Policy
Expand Deal Flow Strategy
Options
(Invest with New Standardize
Partners) Processes
Enhance Align Resources
Emphasize
Research with Strategic
Funding
Capability Priorities
Priorities

Learning & Growth

Establish
Improve Attract Top Develop Establish
Enterprise
Analytical Talent Technology Performance
Information System
Skills Proficiency Culture

17
 AB Volvofinans Strategy Map
F1. Active, profitable
sales support

Growth Strategy Efficiency Strategy

F2.
Growth by
Financial

F4. Market leader F9. Utilize

attractive within fleet F5. Growth synergy F6.
financial administration / advantages F8. Market
through Professional
solutions finance leader in
increased risk handling
costefficient
credit
contract
administration administration
services

Win / Win with Volvo dealers VPS/VLS Fleet customers End customer
Customer

K2. Natural K3. Natural K4.

partner for partner for Attractive
Volvo dealers VPS/VLS package
solutions

Close customer relations

K7.
Professional
service

Product Sales & Marketing Risk handling Efficient credit Customer loyalty
Development handling
Process

P3. Efficient
market
P1. Market communications P7. Efficient P9.
P8. Efficient
leader in with active sales financial Efficient
contract
financial support activity and customer
P5. administration
solutions and funding care
concepts Continued
education of
Volvo dealers
Coworkers /

Motivated and Involved coworkers

Learning

Culture Competence Technology

M3 M6.
M1. Active M7. Quality focused M4. M8.
participation Right High
Attractive coworkers Efficient IT
among competence availability of
workplace support
everyone information

18
 Mayo Clinic Rochester Department of Nursing Strategy Map
Vision:To provide the best nursing care in the world
Patients/Customers:
Post Hospital Care Agencies
Physician/Health Care Team
Patient/Family
Achieve Promote positive
Foster satisfying
best possible reputation & image of
relationships
outcomes nursing

Internal Processes:
Growth & Operating Efficiency/ Innovation & Customer Care Delivery Strategy Planning /
Integration Systems Scholarship Relationships (Goal 5) Positioning
(Goal 1) (Goal 2) (Goal 3) (Goal 4) (Goal 6)
Develop Create a safe Assure that
Develop Implement innovative Identify key
& implement efficient & effective environment for the national goal of
practices, customer patients 66% baccalaureate
strategy to practices, systems, & systems & satisfiers &
manage hospital information is met by 2010
information measure
capacity and technology and technology against them
expected growth optimize clinical
productivity Develop Define &
high quality utilize processes to
outcome project the most
Grow scholarly measures likely practice of the
Fully activity future
integrate Staff to workload
management of
nursing Evolve
Optimize & manage to an
resources at professional
Mayo effective strategic
Accurately measure nurse planning
nursing workload accountability process

Personal Learning/ Development & Tools:

Enable Assure consistent Provide
Provide opportunity
Retain & recruit participation in application of policies, Enhance staff a safe
for learning &
qualified staff scholarly procedural guidelines & communication environment
growth for all staff
activities practices for staff

Financial Viability:
Enhance the value of patient care
(value=quality/cost) while maintaining the NOI necessary to
sustain our practice and support our mission
19
 Mayo Clinic Rochester Finance Department
Balanced Scorecard Strategy Map
Finance To be proactive business partners providing world class financial services to Mayos patients,
Vision physicians, staff, payors and suppliers.

External Customers Internal Customers

Best Excel at Patient Optimize Payor Optimize Supplier Excel at Customer Interactions
Partner/ Interactions & Interactions & Interactions &
Proactively partner for
& Satisfaction business solutions
Customers: Satisfaction Satisfaction Satisfaction

Innovation Operational Effectiveness

Accounting Cycle
Execute an Exceed benchmark
Information standards in
Management & Add value through highly integrated Finance quality & service
Technology Strategic
Plan business services
Best Reduce Finance
Business Materials Cycle Revenue Cycle operational cost &
Processes Promote Innovation for cycle time through
Break Through process improvement
Performance

Strategic Initiative Execution Optimize controls

& compliance
Execute the Finance Strategic Plan

Best Team/ Promote training, Improve recruitment &

Improve staff
education, & scholarship retention of a diverse
Learning & for all staff staff
satisfaction
Growth

Contribute To Mayo
Mayos Ability To Sustain The Practice & Mission
Best Results/
Financial Optimize revenue Identify & implement cash Identify & implement
Outcomes: recognition & flow enhancement institutional expense
reimbursement opportunities reduction opportunities

20
 ABC Health Plan
Mission:
Support the health care needs of our customers through relationships, service, and overall excellence

Customer
Community
Employer
Member
C7-Play an
C4-Provide us
C6-Be easy appropriate role
C1-Give me a C2-Quickly and C3-Minimize and with affordable C5-Meet our
to do to improve the
broad choice of correctly pay my make predictable healthcare performance
business health of the
participating claims and minimize my out-of-pocket coverage standards
with community
providers my hassles costs options

Internal
Customer Communication /
Product Management Provider Relationships Operational Excellence Community / Regulatory
Service

I5-Simplify administrative I10-Selectively improve I12-Educate the public

processes between key processes for about healthcare issues,
I3-Excel at benefit cost I7-Improve response to
providers and ourselves efficiency and value, and our positions, and our
management programs customer inquiries and
as appropriate apply IT solutions as mission
problems
appropriate

I2-Conduct I4-Develop collaborative

relations with providers I11-Monitor and strive to
analysis for product I6-Educate members and I9-Systematically improve influence regulatory/
development and to improve quality, cost
effective health sponsors on benefits, quality and service levels legislative activities to
enhancement networks, and proactive of transactional processes achieve our mission
outcomes
health
I1-Develop and actively I8-Ensure compliance
manage quality, cost and make the best of
effective provider compliance mandates to
networks/ contracts drive improvements

Learning
Skills / Competencies Culture / Leadership Technology / Information

L1-Recruit and retain employees L4-Provide employees with

L2-Ensure employees have L3-Develop and promote whole
to enhance our performance, more immediate access to
clear line-of-site to our company perspective and
values, and competencies accurate, actionable and
organizations strategy adaptability
consistent information

Financial
Growth / Revenue F1-Ensure responsible Efficiency / Cost
financial stewardship

F2-Retain and grow

membership through F3-Generate income
through prudent investment F5-Effectively manage F6-Effectively manage
responsible rating and F4-Maintain appropriate
strategies benefit costs administrative costs
underwriting practices reserves
21
 Health Plan Strategy Map
Return on
Financial

Investment

Revenue Growth Efficiency

Organic Growth Acquisition Investment Revenue Rationalize Benefit Costs Optimize Administrative Costs
Core Business? Buy for Customers? Low Risk? Disease Management? Information Systems?
New Products? Buy for Product? Medium Risk? Utilization Review? Process Reengineering?
New Geographies? Buy for Market High Risk? Limited Coverage? Staffing?
Presence?
Customer

Providers
Enrollees Automated Competitive Fee
Employers Provider Increased Claims Processes Schedule
Competitive Increased Expanded Benefit Employee Cost Internet Choice Convenience
Price Convenience Choice Transparency Connectivity

Product Innovation Customer Intimacy Operational Excellence Regulation & Society

Internal

Create Defined Contribution Improve Provider Relations Automate Functionalities HIPAA Compliance
Product Expand Enrollee Services Streamline Claims Processing Improve NCQA Rating
Build Tiered Networks Optimize Employer Service Refocus Utilization Review Respond to Patient Bill of
Couple Fee-for-Service with Rights Legislation
Risk Sharing
Learning &
Growth

Information
Recruiting and Culture and
Leadership Technology and
Training Climate
Tools

22
 HR Organization Strategy Map
HR Mission:
To insure the strategic readiness of human capital

Maximize
Financial Shareholder Value
Perspective

HR
HR Efficiency
Effectiveness

Business Partners Employees

Customer Insure the Strategic Be a Trusted
Perspective Promote a Positive Provide Quality
Readiness of Coach and
Work Environment Service
Human Capital Advisor

Internal Achieve HR
Develop Manage Customer
Perspective Operational
Human Capital Relationships
Excellence

Strategic HR Technologies

Learning &
Growth Strategic HR Competencies
Perspective
Climate for Action
Leadership Teamwork Alignment Culture

23 2002 Balanced Scorecard Collaborative, Inc. bscol.com

 Human Capital Virtual Card
(S1) Maximize Shareholder Value
by Achieving Growth Targets
(Revenue, EBITDA, ROIC)
Financial
(F2) Maximize the Return (F3) Maximize the Efficiency
Perspective from the Investment in People of the HC Organization

Make Our Organization One of the Best Places in the World to Work
Customer
Perspective (C1) Maximize Internal (C2) Maximize Employee
Customer Satisfaction Satisfaction

Raise the Bar for the Organization Maintain Operational Excellence

(I1) Align the
Organization to the
(I2) Develop Strategy
(I6) Meet Core Process
Leadership Capability
and Compliance
and Accountability at All
Obligations
Levels
Internal
Perspective
(I3) Recognize and (I4) Identify and Meet I5) Anticipate and Fulfill
Reward Strategic Key Competency Needs Customer Needs
Execution Around the Globe Quickly

Learning & (L1) Keep HC (L3) Build a

(L4) Provide Effective and
Focused on Enabling (L2) Develop a World Knowledgeable and
Growth Core Business Class HC Team Credible
Accessible HC information
Through Technology
Perspective Results Organization

24 2002 Balanced Scorecard Collaborative, Inc. bscol.com

 Strategy Map of A&D (Group Level)

Finances Increase of corporate Achieving profitability

value in sub-markets

Market Secure exist. and win new Achieve and maintain

and customer/vendor groups + Generate customer the No. 1 and No. 2
markets through eBusiness position in sub-markets
Customers enthusiasm

Provide a market-driven Direct A&D toward target Identify and serve

and market-leading groups worldwide as a pacemaking industries
product spectrum leading, innovative and and leading customers
profitable organization

Internal Ensure integration

Processes capability of A&D products
Introduction and use of
and services Provide customer support
A&D process standards
and service worldwide

Innovation Develop a winning team

Learn to think about the
and culture
future with regard to
Employees innovations + processes

Excellence in
Automation & Drives:
Siemens
Using the Balanced Scorecard to drive enterprise-wide strategic change
Siemens AG, all rights reserverd 2001
25
 Balanced
TheScorecard
A&D Balanced
Collaborative
ScorecardStrategy
(GroupMap:
Level)
CY 2002

Financial Perspective Internal Process Perspective

Increase of corporate value Ensure the integration capability of A&D

Achieving profitability in sub-markets
Market and Customer Perspective
Achieve and maintain the No.1 and No. 2
position in sub-markets
product and system modules
Provide customer support and service
worldwide
Introduction and use of A&D process
standards

Secure existing and win new customer/ Innovation and

vendor groups and markets with eBusiness
Generate customer enthusiasm
Provide a market-driven and market-leading
product spectrum
Employee Perspective
Learn to think about the future, especially
with regard to innovations and processes
Develop a winning team culture

Direct A&D toward target groups worldwide

as a leading, innovative and profitable
organization

Identify and serve pacemaking industries

and leading customers
Excellence in
Automation & Drives:
Siemens
Using the Balanced Scorecard to drive enterprise-wide strategic change
26 Siemens AG, all rights reserverd 2001
 McCord Travel Management Strategy Map
Maximize Return on Investment
Financial

Optimize EBITDA Optimize Capital Structure

Increase net
Reduce Cost
value per
per Transaction
transaction
Grow Number of
Transactions
Through New Through Acquisitions
Customers
Base Customers
Customer

Seamless High-Touch Problem Travel Cost Creative

Error Free Trip Service Resolution Control Solutions

Customer Intimacy Operational Efficiency Optimize Revenue Value per Account Reduce Internal Cost per Transaction

Meet Client Needs in

Consistently deliver a an error-free, Sell the full range Reduce cost per
positive experience at consultative problem of valued transaction
every customer level resolving fashion services

Educate clients about

Leverage regional & Optimize
benefits of various organizational
Develop and tools and channels national supplier
implement customer advantages efficiency
specific plans
Internal

Offer alternative
service channels
Provide multi-
Define and
Listen to understand channel solutions
Understand and structure deals
customer needs, wants, appropriately
and wishes shape client needs
and solutions

Establish and foster Develop consistent Understand Select optimal

company to company processes with client value solutions for
relationships optimal cycle times drivers customers

Enabling Technology
Implement BTM systems
to support enterprise
requirements
Develop Develop
Develop & prioritize
transactional informational
technology strategy
applications applications
& Growth
Learning

Performance
Culture Skills
Management

27 1999 The Balanced Scorecard Collaborative. All rights Reserved.

 The Balanced Scorecard Process Enabled Us
To Get To A Strategic Framework For CCBS
The Revenue Growth Strategy Maximize long The Productivity Strategy
term stake
holder value
Capture profitable A true low cost
volume growth bottling operation
Financial
Optimal Optimal
Customer focused A flexible Cost conscious Perspective
Optimal consumer & distribution system production admin expense
product and channel &
customer penetration at lowest possible process at lowest & head count
revenue mix customer mix
cost possible cost management

Customer value creation

Consumer
Optimal Point of Optimal Product Consumer & Customer
preference of
product purchase price/value availability
Coca-Cola
Perspective
assortment excellence relationship securance
brands

Excellent in-outlet
execution
Efficient replenishment
Efficient
(production, infrastructure,
promotion Efficient Efficient product logistics & distribution)
assortment introduction
Internal
Processes
ECR & Category management Perspective
capability/focus

Understand Effective
Financial IS processes Internal & external Efficient purchasing
consumer & environmental
management & systems communication process
customer & safety mgt.

Empowered & motivated

employees (intelligent risk taking, Organizational
Build IS shared & acted upon aspiration) Recruite, develop Learning
capability & and retain top
awareness talent people Perspective
Promote info
CCDS guiding
capturing, sharing
principles
and usage

28
 Chemical Bank Strategy Map
The Revenue Growth Strategy The Productivity Strategy

Financial Improve
Perspective Returns
Improve
Broaden
Operating
Revenue Mix
Efficiency

Customer
Perspective Increase Customer Increase Customer
Confidence in Our Satisfaction Through
Financial Advice Superior Execution

Internal Innovation Customer Management Operational Excellence

Perspective
Understand Cross-Sell Shift to Provide
Develop New Minimize
Customer the Product Appropriate Rapid
Products Problems
Segments Line Channel Response

Learning
Perspective Increase Employee
q Employee Satisfaction Productivity q Revenue per Employee

Develop Access to Align Personal

Strategic Skills Strategic Info Goals

q Strategic Job q Strategic Info q Personal Goals

Coverage Ratio Availability Alignment (%)
29
 Software Company Strategy Map
Financial
Perspective Increase Shareholder Value

Leader in Strategic Diversified Revenue Predictable

Markets Streams Profitability

Customer Intimacy eBusiness Solution Leadership Operational Excellence

Customer
Flexible, Consistently
Perspective Lifelong Advisor/
Innovative
Partner Meets
Solutions Expectations

Deliver
One Stop Comprehensive
Proactively Accountability Easy to do
Solutions
Deliver Value Business With

Internal Build Lifelong Grow Inter- Well-

Perspective Relationships Enterprise Managed
Solutions Improve
Capture and Resource
Leverage Solutions Provide Allocation
Knowledge Integrated
Business Effective Cost
Processes Management
Leverage 3rd Party Effective Solution
Relationships Processes

Market Segmentation Model

Learning & Relationship Operational
Growth Management Solutions Management
Skills Management Skills Skills
Perspective
Industry/ Effective
Accountability/ Domain Career & Leverage
Empowerment Expertise Succession Solutions
Entrepreneurial / Planning
Innovative

Identify, Attract & Retain

Knowledge Management Skilled Employees
30
 Ann Taylor Strategy Map

31
 Health and Life Sciences Company Corporate Map
F1 Build an Enduring Global Health and Life Sciences Company

V1 Passionate About the F1 Build Superior Shareholder Value

Financial & Values

Kind of Company We Target: 15% EPS Growth

Are Building Together

F2 F3 F4
Grow Revenues: Steadily Improve
Manage Risk / Return
Target: 15% Company-wide
on Capital Invested
Operating Margins

Motivated and Prepared People Value Added Solutions Customer Focused Relationships Superior Execution
Customer

C1 ABC People Make a C2 ABC Helps Me and C3 ABC is a Trusted C4 ABC Delivers On
My Customers
Difference Partner Commitments
Succeed

I7 Expand and Deepen

I3 Foster a Values- Customer
Driven, High I5 Relationships I9
Offer Innovative
Achievement Culture Solutions Continually Improve
Efficiency and Quality
Internal Process

I6 Strategically Enter
New Markets and
I2 Enable Individuals to Businesses
Develop to Their Full
Potential Meet Requirements
I8
and Exceed
Expectations
I4 Proactively Build and Leverage
I1 Attract and Retain the Customer and Marketplace
Right People Knowledge

I10 Employ Technology Platforms that Support the Strategy

Our Core Values Are The Foundation of Everything We Do

32
 Nonprofit Strategy Map

Double the Reach

Financial
Mission/

Enhance Improve
Treat Customers As Help People
Grow Revenue Efficiency and Financial
Partners Everywhere
Effectiveness Stability

Develop Optimize
Add & retain Address special
stronger,longer corporate Grow financial
loyal customers needs
relationships resources assets

Value Proposition - Contributors

Customer

Value
BasicsProposition - Prospects
Differentiators Value Proposition - Outreach
Basics Proposition - Buyers
Value
Differentiators Basics Differentiators

Basics
Differentiators

helping others relevance to daily life


price/value
to daily life
relevance
ease of access prayer fellowship
quality trans proc guidance and support
quality trans. proc.
unique editorial style relationship with reader
of access
ease authentic, trustworthy content
positive reputation relationship with reader

Develop more
flexible business
Internal

Be more
Strengthen model Manage
accessible
churches investment
portfolio
Get more and bigger
Develop new
donations Build & leverage products &
core brands Supplier
services management

Establish partnerships
Develop or acquire Focus on improving Manage
Understand with like-minded
new revenue streams processes across the financial/cash
customer/market organizations
demographics & needs company performance
Learning &
Growth

Close Skills Gaps Culture Technological Infrastructure

new media cross-business knowledge customer service support
market research customer-focused management decision support
product development & management alignment of personal and org. goals systems integration
Informed leadership

Making the Right Choices

33
 Allfirst Community Banking Group Strategy Map
Our success comes from
Financial

F2 - Maximize F3 - Grow non- F1 - Achieve sustainable double-digit F4 - Manage financial

traditional traditional revenue net income growth resources for maximum
revenue sources sources risk-adjusted return

delivering great financial services,

Customer

C1 - Understand me and C2 - Give me C3 - Appreciate me, and C4 - Be involved

give me the right convenient access to get things done easily, in my
information and advice. the right products. quickly, and right. communities.

which is all about developing and managing enduring relationships

Acquire New Relationships Grow High-Potential and Increase Quality and Productivity
Retain High-Value Relationships
I11 - Consistently deliver the
I4 - Sell the right products at I7 - Provide premium service Allfirst value proposition at the
the right time to delight and retain right cost
Internal Process

valuable customers

I3 - Communicate the Allfirst I6 - Demonstrate the Allfirst I10 - Maximize efficiency and
brand and value proposition value proposition quality of business processes

I5 - Identify and I9 - Enhance

I1 - Segment markets I2 - Effectively I8 - Focus on
recognize high- critical internal
and target prospects develop products the critical
potential and external
for new opportunity and access fewer
relationships partnerships

and being a great place to work!

and Growth
Learning

L1 - We develop, L2 - Im developing L3 - We understand the L4 - We have the

recognize, retain, and the skills I need to strategy and know what information and tools we
hire great people. succeed. we need to do. need to do our jobs.
34
 Alterra Strategy Map - Mission and Value Creation
Maximize the Quality of Life and Dignity of Older Adults
Adults

Improve Shareholder
Value
Financial

Create Cash
Flow

Grow Revenue Manage Expenses

Create EBITDAR
Customer

Trust Choice Consistency Pay For Service

Customer Satisfaction Through Operational Efficiency

Business Process

Quality Service Quality Relationships

Aggressively
Optimize Rate
Develop Trusting Manage
and Occupancy
Excel at Quality Excel at Other Customer Residence
Management
Resident Resident Relationships Expenses
Healthcare Services Early Manage Media
Maintain ongoing Exposure
honest/open Proactively
communication with Leverage the Manage
residents and Right Assets Litigation and
responsible parties Regulations
People and

Employee Satisfaction
Culture

Deliver People Provide Technology

Proposition: We Make Retention Reliable
Support
A Difference Talent Functional
Performance
Culture
35
 Marine Corps Logistics Bases Strategy Map

Financial
(F1) Achieve (F3)
(F2) Contain Cost &
Budgetary Balance
Increase Increase Productivity
Revenue

Customer
(C1) Increase Operational
(C2) Treat With Respect Availability
& Sense of Urgency (C3) Provide
Best Value
(Quality, Timeliness)

(C4) Keep Me Appraised

Understand Customer Expectations Innovative Services Operate Efficiently

and Meet Customer Needs
Internal Process
(O1) Improve Visibility,
(U1) Improve Communication (O2) Distribution, &
With Customers Competitively Price Material Access
Products & Services

(IS1) Foster Innovative Ideas

(O3) Increase
in Support of
(U2) Maintain & Broaden Throughput & Inventory
Core Competencies (O5) Reduce
Customer Base Management
Costs

(U3) Understand (O4) Optimize

Customer Needs (O6) Improve Planning Capacity
and Forecasting Utilization

Learning & Growth

(IN4) Optimize Use of (LG6) Be a Learning (LG5)Ensure LogAIS

Facilities and Services Organization (LG3) Recognize Meets Requirements
Achievement and Performance
Towards Accomplishing LG2) Recruit,
(IN1) Improve Strategic Objectives Retain, and Develop
Efficiency and (IN3) Promote the Workforce
Effectiveness of Lifestyle of
Base Services by (IN2) Promote (LG4) Improve Quality
Environmental
Leveraging Technology Lifestyle of Safety of Life in the (LG1) Forecast & Identify
Excellence
& Personnel Skills Workplace Skills Required

36
 13Mar 02
Mission The Components of the Army Mission
The Armys purpose is to serve the American people, protect enduring national interests,
and fulfill national military responsibilities. -- FM1
Stakeholder

Core Competencies
Shape Security Environment, Execute Prompt Response, Mobilize The Army, Conduct Forced Entry,
Sustained Land Dominance, Support Civil Authorities--APPG

Readiness Transformation
We must maintain near Trained &
Transformation is the
term training and Ready strategic transformation
Internal Process

readiness to ensure that Force for we will have to undergo

we are prepared at all Today to prepare ourselves now
times to fight and win our for the crises and wars of
nations wars
and the the 21st century.
Joint Statement to Congress July 01 Future --CSA, AUSA Oct 00

Sound Business Practices

Enterprise systems enable seamless global operations. Therefore we will, proactively pursue
reforms to implement proper business practices to improve operational effectiveness of The Army.
Sec Army Confirmation Hearing May 01
Learning &
Growth

People
People are the centerpiece of our formation. CSA AUSA Oct 99
Resources

Secure Resources
Secure the resources including people, dollars, infrastructure, installations, institutions and time to utilize these resources
37
 Stakeholder Mission
Army Mission Map
The Armys purpose is to serve the American people, protect enduring national interests,
and fulfill national military responsibilities.
Core Competencies
Shape Security Execute Prompt Mobilize The Conduct Sustained Support Civil
Land Authorities
Environment Response Army Forced Entry Dominance
C1 C2 C3 C4 C5 C6

Trained & Ready

Force for Today &
the Future P1

Readiness Train The

Transformation
Man The Army
Army
Internal Process

P4
P5
Sustain The
Army
Organize P2
The Army Equip The
P3 Army
P6
Provide Info &
Infrastructure
P7

Leverage Optimize Delivery of Acquisition

Improve Business
Technologies into Key Non-Core Reform with
Practices
Processes Competencies Industries
P8 P9 P10 P11

Sound Business Practices

Learning &
Growth

People Enhance Promote

Improve and Implement
Leader Development
Well Being L1
Army Values L2 L3
Programs
Resources

Secure Secure Resources

Resources People, Dollars, Infrastructure, Installations, Institutions(I3) and Time R1

38 13 Mar 02
 MATCOM Strategy Map
Map as of 3 Oct 02

VISION: The most customer focused provider of MC

weapon systems, equipment, munitions, information
technology, sustainment and service capability to the
warfighter
MISSION: To serve as the single process owner and Investment Advisor to the Commandant of the Marine Corps for materiel
lifecycle management of all Marine Corps ground equipment, information systems and ground weapons systems. This mission will be
accomplished as a strong unified team fully focused on providing the Marine Corps with affordable readiness

Customer/Warfighter
Reduce or Eliminate Customer Sacrifice Become a Responsive Force Multiplier
Provide Identify &
Responsive/Quality Ensure Resolve Evaluate, Acquire & Provide Strategic and
Customer Service to Build Responsive Customer Sustain Material Operational Logistics
Customer Confidence Distribution C.1.2 Problems Solutions C.2.1 Support C.2.2
C.1.1 C.1.3

Internal Process
Integrate MLCM Encourage Innovative Solutions that Result in Transformation

Establish a Common Provide Future

Integrated MLCM Focus on Benchmarking Solutions for EMW
Model I.3.1 Best Practices I.4.4 I.4.1

Provide Corporate
Provide MLCM
Policy and Share Relevant Develop Public/Private
Contingency Plans
Procedures I.3.2 Information I.3.3 Partnerships I.4.3
I.4.2

Learning & Growth: Forge a Unified MATCOM

Develop Win/Win Create an
Align Organization Train& Educate the Acquire IT Solutions Relationships Thru Environment that
to Support MLCM Workforce on MLCM that Enable the Open, Honest Fosters Creativity
Processes L.5.1 Integration L.5.2 MLCM Model L.5.3 Communication L.5.4 L.5.5

Align Individual
Build Workforce Provide Effective Change
Performance with
Confidence L.5.7 Management L.5.8
Corporate Goals L.5.6

Financial: Enhance MATCOMs Investment Advisor Role

Integrate, Analyze, Advise
Integrate MLCM Reduce Total and Present Options to the Balance Risk &
Requirements Ownership Cost [Marine Corps] F.6.3 Resources F.6.2
& Resources F.6.1 F.6.4

39
 DLA Strategy Map
Mission
Place, Right Price Every Time
Right Item, Right Time, Right Best Value Solutions
for America
Americas
Warfighters

Customer Financial
DLA will be customer driven F-3
Trusted Financial
Promote Steward
C-1 C-2 confidence in
C-3 DLA
DLAs financial
Focus, manage, and Negotiate and
Ensure seamless stewardship
measure logistics honor
logistics support F-1
support by performance F-2
during transition Resource DLA
DLAs
customer segment agreements with Minimize total
from peace to operational
based on customer customer supply chain costs
war strategies
needs segments

Internal INNOVATE OPERATE

IP-1
Performance based Implement perfect order
dominance fulfillment

IP-3
Implement strategic IP-2
IP-4
material sourcing Implement revised
Design and implement a
business processes
best value enterprise IT
environment

Learning
and Growth LG-2
Create and manage
DLA will Maintain LG-1
customer focused culture LG-3
Deliver the proper
and support a knowledge and skills to
Provide a quality work
customer Focused environment consistent
meet DLA
DLAs commitments
with DLA values
Logistics Team to our customers

40
 Australian Department of Defence

41