Mitchell Weisberg gave a presentation on strategic alignment and organizational performance. He discussed how alignment is important for focusing resources on strategic goals, monitoring results, and responding to challenges. Alignment requires that an organization's vision, strategy, programs, budget and people are logically connected. Weisberg argued that predictive analytics using big data can help organizations extend their intelligence into markets and identify emerging patterns to optimize future performance through dynamic alignment.

1. A Global Perspective on Alignment:
Looking Over the Horizon
Mitchell Weisberg
April 1, 2014

2. ©1997-2012 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.
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• Director: International Business, Balanced Scorecard Institute
• Global Practice Leader of Performance Management at HP, Arthur D.
Little and at Nolan, Norton/KPMG. Group Director of Strategic
Planning-Motorola; Managing Director-Lumen, Inc.
• Over 30 years of thought leadership and experience in performance
management, balanced scorecard and strategic planning
• Faculty, Northeastern University – Strategic Management in Healthcare
• Member of team that developed the Balanced Scorecard with Norton
and Kaplan
• BS (Cornell University-Mechanical/Biomedical Engineering); MS
(University of North Carolina, School of Public Health in Organizational
Change and Health Behavior); Advanced Marketing Management
Executive Program (Wharton School)
Mitchell Weisberg

3. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.
Today’s Objectives
• Gain a perspective on our
Performance Management
Journey
– Current strategic alignment
and organizational
performance
– Future enhancements to
alignment which enable higher
performance

4. ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.
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Insight to Higher Performance
Align with the strategy to:
• Focus resources where they REALLY matter
• Set priorities and reduce projects rationally according to
strategic goals
• Actively monitor and management results delivery
• See and respond to emerging and existing
challenges

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Excellent Execution Requires Alignment
• Everyone uses the same
language
• Line-of-sight between
activities and decisions
to strategy and vision
• Logical alignment of
vision, strategy,
programs, budget and
people
• Resources aligned with
strategic objectives


6. Performance without Alignment
Low
Level
Returns
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Why is Alignment Important?
High Value
Results
Performance of Aligned Organization
©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.

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In International Markets Alignment is
Critical
• Rapid responsiveness to market changes
• Greater value from customers
• Growth and productivity of employees

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Failure of International Alignment
is Costly
• Divergent strategies
• No synergies and shared growth
• Unintended competition

9. 9
Challenge of the 1990’s:
“How to get better control over
performance and make it more
predictable…”

10. 10
Benefits
Align the organization
Insight into operations’ effectiveness
Reporting capability
Gave organizations the ability to manage the
organization and be more efficient

11. 11
Challenge of the 2000’s:
“How to use the methods of the
1990’s to better align the
organization and drive better
results…”

12. 12
Benefits
• Enables well-informed, insightful FACT-BASED
business decisions
• Timely view of response to management
actions
• Increased ability to execute strategy of the
organization
Gave the organization the ability to align and
be more effective

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Agility is Critical in Today’s International
Markets
• Dynamic markets and trends
• Political and social forces
• Differing work styles and expectations

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Customers are Dramatically Different
• Global market perspective
• Not about the competition
• Different values and cultures

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Engaged Employees Deliver Higher
Productivity
• Clear understanding of strategy
• Transparency across the organization
• Timely decisions and focused actions

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What’s Next?
• Look beyond the organization
• Growth beyond consistency
• Transformation, not status quo

17. 17
Big Data and Predictive Analytics
Enable Greater Performance
Ability to Control
AbilitytoKnow
Unknown
Known
Uncontrollable Controllable
Ability to Control
AbilitytoKnow
Unknown
Known
Uncontrollable Controllable

18. 18
Big Data Extends Your Intelligence
Into the Market
Business
Department
Organization
Competitive
Environment GLOBAL
STRATEGY

19. 19
Predictive Analytics Expose Emerging
Patterns

20. 20
Statistics vs Predictive Analytics
• Statistics Describe History
• Predictive Analytics are Actionable

21. Strategy Map with Predictive Analysis
Customer
Perspective
Internal
Process
Perspective
What do our
customers expect
fromThe Bank?
What processes
must we excel at
in order to satisfy
our customers?
Our mission:Be the principal financial partner for our clients
Our strategy:
Financial
Perspective
What doesThe
Bank needto do
to meet budget
and financial
expectations?
Learning
& Growth
Perspective
What new
capabilities do
we need to
develop to
drive future
performance?
Increase
revenue and
market
share
Improve value
proposition to
customer
segments
Reduce costs
Increase
quality of
loan
portfolio
Increase
customer
loyalty
Improve
customer
experience
Reduce
Administrative
Processes
Improve risk
management
Improve
segment
management
Improve risk-
return decision
making process
Improve
quality of
people
Improveability
toadapt to
external
change
Innovate
with
technology
Deploy and
empower
people
Increase
profit
Predictive model
shows decreasing
customer
retention
Predictive model
identifies new
behavior to value

22. 22
Extend Your Reach
• Extending the horizon
– Predictive analytics
– Big data
• Engaging the organization…
and beyond
– Partners
– Customers
– Employees

23. 23
Benefits
• Optimize performance for results in current and
future
• Proactively respond to opportunities or avoid
threats
– Faster response
– Cost avoidance
– Retention of key employees
• Broader engagement
Ability to optimize performance - dynamic alignment

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ROI = High Performance
• Aligned
• Engaged
• Results … Delivered

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Discussion & Questions
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Thank You
Contact:
Mitchell Weisberg
Director, International Business
mweisberg@balancedscorecard.org
Mobile: +1 781-249-3750
Skype: weisbmi
2000 Regency Pkwy. Suite 425
Cary, NC 27518
Follow Mitch @Mitch_Weisberg on Twitter
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