Distribució de la càrrega de treball
Workload distribution:
- Faculty presentations/lectures. 20 hours.
- Case study an teamwork preparation, presentation and feedback . 30 hours
- Class teamwork in the Design Thinking Methodology facilitated by Professor. 7 hours.
- Company presentations and discussion. 3 hours
- Video discussion. 2 hours
- Independent work: Reading comprehension and reflexion. 20 hours
Objectius d'aprenentatge de l'assignatura
In today's economy, firms must adapt the design and execution of their strategies to fast-changing circumstances. That is why flexible implementation of strategy with which the whole organisation is aligned has become a key priority for firms.
Various studies show that: (1) under 10% of correctly-formulated strategies are successfully implemented; (2) the cause of business failures lies not in the design of strategy but in its execution. The conclusion to be drawn is that when it comes to strategy, execution is more important than design. Strategy implementation must draw on the lessons that the economic crisis is teaching us. One of these is the need to find ways of anticipating how financial indicators will move. Another lesson is the need for a flexible, well-aligned strategy is something that requires integration between systems of indicators and processes.
There are basically two tools for implementing strategy: Processes and Indicators. In this course, we will study the Process-based Approach and the design of a Performance Measurement System through the Design Thinking Methodology, with the aims of simultaneously cutting costs and boosting flexibility, service and quality.
Course Objectives:
1. To study the process focus as an organisational model orienting the firm towards clients.
2. To analyse the elements that make up Business Process Management and the value provided by the latter's implementation.
3. To learn the Design Thinking Innovation Process to design a Performance Measurement System.
4. To introduce the concepts of Indicators and Performance Measurement Systems or Scorecards as the tools for Strategy Implementation.
5. To explain the KPI concept and present the features that a good' indicator should have.
6. To study the Strategy Map concept and how to design one using the Design Thinking Innovation Process.
7. To analyze the relations between Strategy Map and Business Model Canvas.
8. To identify pitfalls in the implementation of a Performance Measurement System and how to overcome them
Continguts
1. Processes in organisations and the value they provide. |
2. Business Process Management as an organisational model. |
3. How to transition from a structure based on departments to Process-based Management. |
4. Indicators and Performance measurement Systems or Scorecards. |
5. Key Performance Indicators. |
6. The Design Thinking Innovation Process |
7. The Balanced Scorecard Model. |
8. Strategy Maps as a business model and tool to transform intangible assets into tangible ones. |
9. Design Prototypes for the Strategy Map. Strategy Map versus Business Model Canvas. |
10. Integrating Performance Measurement Systems and Business Process Management. |
11. Operational Indicators and Dashboards. |
12. The management team meeting after Scorecard Implementation. |
13. Aligning people within the organisation. |
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Relació Activitats amb Continguts
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| Case discussions, practical exercises and participation |
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| Team reports on a case study |
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| Teamwork simulating a Management Team who is working with the Design Thinking Methodology to design a Performance Measurement system. |
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Metodologia
The methodology is highly participatory and action-oriented. It combines presentations and class discussions and requires constant interaction with and by participants, and group work on cases and exercises. This work is mainly carried out in class, with student groups simulating a company's senior management teams. The professor develops the theory and facilitates/ guides team discussion.
Consistent, quality class participation is expected. Participants will have the opportunity to express their ideas during the lectures and during case discussions, exercises,debates and readings.
Bibliografia
Basic bibliography:
- Hammer, M and Hershman L.W. (2010), Faster Cheaper and Better. The 9 Levers for Transforming Ho Work Gets Done. New York: Crown Business.
- Kaplan, R.S. and Norton, D.P. (2008), The Execution Premium. Linking Strategy to Operations for Competitive Advantage. Boston, Massachussets: Harvard Business Scool Publishing.
- Liedtka, J., King, A. and Bennet, K. (2013), Solving Problems with Design Thinking. 10 Stories of What Works. Columbia University Press, New York.
- Paladino, B. (2011), Innovative Corporate Performance Management. Five Key Principles to Accelerate Results. John Wiley & Sons, New Jersey.
Additional bibliography or material:
- Heras, M., Sierra, V. and Cusumano, J. (2006), "A Set of Requirements For Analysis of Performance Measurement Systems", presented at the Fifth International Conference on Performance Measurement and Management.
- Kaplan, R. and Norton, D. (2006) Alignment: Using the Balanced Scorecard to Create Corporate Synergies, Cambridge, MA: Harvard Business School Press.
- Lockwood, T. (2009), Design Thinking: Integrating Innovation, Customer Experience, and Brand Value. Allworth Press, New York.
- Marr, B. (2012), Key Performance Indicators. The 75 measures every manager needs to Know. Pearson, London.
- Parmenter, D. (2010), Key Performance Indicators. Developing, Implementing, and Using Winning KPIs. New Jersey: John Wiley & S
Links
http://www.bain.com/management tools/home.asp
http://www.balancedscorecard.org/
http://www.som.cranfield.ac.uk/som/research/centres/cbp/index.asp
http://www.thepalladiumgroup.com/
