COURSE CONTRIBUTION TO PROGRAM
In today's context with the global fight against the COVID-19 pandemic, a key priority for management teams is quickly adapting their business strategies to the changes taking place around them, both in terms of designing their strategies and, in particular, implementing them. Today's shifting panorama, shaped by the different measures to try to stop the pandemic, requires companies to constantly assess different strategy design and implementation scenarios.
Companies have to adjust their strategies flexibly and, at the same time, successfully align their organizations with those strategies. When executing the latter, firms have to take into account the volatility of today's markets, and the instability that the COVID-19 pandemic has exacerbated even further. This implies: 1) Implement the process approach in companies, which simultaneously focuses companies on customers and reduces operating costs; 2) ensuring that companies implement their strategies flexibly, creating a dynamic performance measurement system focused on those strategies; 3) defining key performance indicators (KPIs) which predict how financial indicators will behave, and 4) investing in projects that are aligned with their strategies to turn the latter into reality. This will enable companies to reduce their costs and increase client loyalty simultaneously.
CONTENT
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 Capacity, bottlenecks, throughput time, and cycle time of a process. Process Improvement: Lean and Six Sigma. Process Reengineerring |
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
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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.
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6. Session 6. Strategy Implementation:The Strategy Map Concept of Strategy Map. Discussion of Strategy Maps examples.
Design of a Strategy Map.
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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.
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8. Strategy Implementation based on Initiatives or Projects aligned with the Strategy 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. Startup Strategy Implementation The Startup concept. Lean Startups. Minimum Viable Product and Pivoting. Causal Model Indicators for Startups. Startup decisions based on metrics analysis.
Carry out the Harvard simulation ¿New Venture Exercise: The Food Truck Challenge¿ |
Relation between Activities and Contents
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| Operations and Process Management |
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| Teamwork on the Biscuits Pythagoras case. |
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| Teamwork on the Zara Managing Stores for Fashion case. |
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| Teamwork on the Citibank case. |
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| Teamwork on the Domestic Auto Parts case. |
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| Teamwork on the Volkswagen do Brasil case. |
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| Teamwork :Carryout the Harvard Strategy Simulation: The Balanced Scorecard in teams and prepare a report on the strategy followed and the results obtained. |
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| Teamwork : Analyse Tesla¿s strategy and innovation strategy. Draw Tesla¿s Strategy Map for the ¿Model 3¿ Business Unit and define its key performance indicators (KPIs). |
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| Individual work: Carry out the ¿New Venture Exercise: The Food Truck Challenge¿ simulation |
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| Final Quiz |
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| Individual participation |
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Methodology
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.
Bibliography
- 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/#
