Implementing Strategy: Processes & Indicators (2235.YR.001144.1)

General information

Type:	OPT	Curs:	3,4	Period:	S semester
ECTS Credits:	4 ECTS

Teaching Staff:

Group	Teacher	Department	Language
Year 3	Alexander Daniel Ylla Konneke	Operaciones, Innovación y Data Sciences	ENG

Group	Teacher	Department	Language
Year 4	Alexander Daniel Ylla Konneke	Operaciones, Innovación y Data Sciences	ENG

It is necessary basic knowledge of Strategy and Operations.

- Faculty presentations/lectures. 20 hours.
- Case study preparation, presentation, and feedback. 15 hours
- Plenary discussions. 5 hours
- Independent work: Reading comprehension and reflection 5 hours

Business is currently experiencing elevated levels of instability, uncertainty, and volatility. A key priority for management teams is to quickly adapt business strategies to changes in the environment - both in terms of design and implementation. These changing environments make it necessary to continuously consider differing strategic designs and implementations.

Companies must flexibly adjust their strategies while aligning their organizations to the strategy. When executing strategies, companies must consider the volatility of current markets exacerbated by the effects of, for example, health emergencies and international instability (such as a lack of semiconductors, or the war in Ukraine). This implies: (1) ensuring that they implement strategies in a flexible manner and create a dynamic performance measurement system; (2) defining key performance indicators (KPI) that anticipate the behavior of financial indicators; and (3) investing in projects that are aligned with strategies to make the latter a reality. Thus, firms can simultaneously reduce costs and increase customer loyalty.

- Provide the tools and techniques to successfully design and implement your strategy.

- Identify and define key performance indicators that anticipate the behavior of the organization.

- Study indicator systems as tools to implement strategy and analyze the latest generation of the balanced scorecard (balanced scorecard triple bottom line strategies) as a framework of the causal model for the design and implementation of an indicator system.

- Study and practice the strategy map concept as the central element of the above causal model.

- Introduce the ?Objectives and key results (OKRs)' methodology for startups.

- Develop the fundamental elements of the project to implement an indicator system and how to make it sustainable.

- Share experiences about existing indicator systems in the companies of the program participants.

- Verify the improvement of the competitive position achieved through the implementation of an indicator system aligned with strategy.

1. Session 1. The Process Concept and Analysing Processes. Introduction to Business Process Management The value created by processes. Defining the process. Macro analysis and detailed analysis using flowcharts. Business Process Management concept.

2. Session 2. Process Indicators. Process Improvement Process improvement. Lean and six sigma.

3. Session 3. Implementing Business Process Management The Top Level Process Map.The role of the process owner. Stages in the implementation of Business Process Management. Companies examples.

4. Sesion 4. Indicators and Performance Measurement Systems The indicator concept. Indicators in different business sectors. Early warning indicators and Key Performance Indicators. Strategic and Operational Indicators. Performance Measurement System

5. Session 5. Strategy Implementation: Design of a Performance Measurement System The Funnel Model. The Balanced Scorecard Model. The Objectives and Key Results - OKRs- Model.

6. Session 6. Strategy Implementation:The Strategy Map Concept of Strategy Map. Discussion of Strategy Maps examples. Design of a Strategy Map.

7. Session 7. Strategy implementation: Indicators cascade Cascade of Indicators through processes. Cascading of Strategy Maps. The new profile of management team meetings after Balanced Scorecard Implementation. Business Intelligence Solutions. Lessons learned.

8. Strategy Implementation based on Initiatives or Projects aligned with the Strategy If possible (to be confirmed). Carry out the Harvard simulation. Strategy Simulation: The Balanced Scorecard¿

9. Session 9. Measuring Innovation The Balanced Scorecard as a Managerial Innovation Model. InnovatioIndicators to measure Innovation. Innovation Strategy Maps. Innovation Strategy implementation in Tesla.

10. Session 10. Conclusions and learning from the experience Conclusiones. What do we have to take in mind when implementing a Strategy? Key Success Factors. Things that should be done and things that should NOT be done.

The methodology is highly participatory and action-oriented. It combines presentations and class discussions and requires constant interaction with and by participants, as well as group work on cases and exercises. This work is mainly carried out in class with student groups simulating a company's senior management team.
During the course, we will run two simulations. One simulation will be based on the Harvard Simulation to implement a corporate strategy and the second will create prototypes based on metrics for a new startup.
Consistent, quality class participation is expected. Participants will have the opportunity to express their ideas during the lectures and during case discussions, exercises debates, simulations, and readings.

ASSESSMENT BREAKDOWN

- Anand, S. (2016), Execution Excellence. Making Strategy Work Using the Balanced Scorecard. John Wiley & Sons, New Jersey.
- Doerr, J. (2018), Measure What Matters. How Google, Bono, and the Gates Foundation Rock the World with OKRs. Portfolio/Penguin,
New York.
- Hammer, M and Hershman L.W. (2010), Faster Cheaper and Better. The 9 Levers for Transforming How Work Gets Done. New York:
Crown Business.
- Harmon, P. (2014), Business Process Change. A Business Process Management Guide for Managers and Process Professionals. New
York, Elsevier.
- Jeston, J. and Nelis, J. (2014), Business Process Management.Practical Guidelines to Successful Implementations. New York,
Routledge.
- Kaplan, R.S. and Norton, D.P. (2008), The Execution Premium. Linking Strategy to Operations for Competitive Advantage. Boston,
Massachusetts: Harvard Business School Publishing.
- Kaplan, R.S. and Norton, D.P. (2001), The Strategy Focused Organization. Boston, Massachusetts: Harvard Business Scool
Publishing.
- Kudernatsch, D. (2020), Toolbox Objectives and Key Results, OKRs. Amazon Distribution, Germany.
- Mahal, a. (2010), Business Process Management, Basics and Beyond. How Work Gets Done. Technics Publications. New Jersey.
- Niven, P.R. (2014), Balanced Scorecard Evolution. John Wiley & Sons, New Jersey.
- Niven, P. R. and Lamorte, B. (2016), Objectives and Key Results. Driving Focus, Alignment, and Engagement with OKRs. John Wiley &
Sons, New Jersey.
- Paladino, B. (2007), Five Key Principles of Corporate Performance Management. John Wiley & Sons, New Jersey.
- Parmenter, D. (2015), Key Performance Indicators. Developing, Implementing, and Using Winning KPIs. New Jersey: John Wiley &
Sons, New Jersey
- Rumler, G. And Ramias, A. (2010), White Space Revisited. Creating Value Through Process. San Francisco: Jossey-Bass.
- Wurtzel, M. (2013), What is BPM. New York: McGraw-Hill

Webs:
- http://www.brint.com/BPR.htm
- https://kpiinstitute.org/
- http://kpilibrary.com/
- http://www.processexcellencenetwork.com/
- http://fcbpartners.com/
- http://www.bain.com/management tools/home.asp
- http://www.balancedscorecard.org/
- http://www.som.cranfield.ac.uk/som/cbp/
- https://2gc.eu/#

Group	Teacher	Department
Year 3	Alexander Daniel Ylla Konneke	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Year 4	Alexander Daniel Ylla Konneke	Operaciones, Innovación y Data Sciences