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Mission=
to
metrics – a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0019_image002.jpg")
![](3D"slide0019_image003.gif")
“Missio=
n to
metrics”
captures one of the most
important strategy ideas …
captures one of the most
important strategy ideas …
… that the=
re
should be “line of sight” visibility from
organisational purpose to front-line activity
In practice, this
means that individual workers or work teams know (and can see) that wh=
at
they do – and measure – delivers the mission
1
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0020_image004.gif")
Introduction
1.Effective organisational strategies should serve as a ‘call =
to arms’, energising and motivating individual=
and
collective action
2.Strategy should be founded on values, and informed by the organisation’s vision and mission
=
3.It should be clear to everyone how their day to day actions serve to achieve the organisation’s
purpose
4.Sustainable action always has to balance competing interests, but balance rarely happens by mistake
=
;
5.In nearly all successful organisations, everything is a process – very little happ=
ens
‘by mistake’
![](3D"slide0020_image005.gif")
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0021_image006.gif")
Introduction (continued)
5. No-one begins with a blank sheet of paper, and competent, well-managed organisations will already <=
/b>have systems and processes that deliver value
(and change will not be easy= unless there’s a crisis)
(and change will not be easy= unless there’s a crisis)
6.The reason for taking time to re-think big picture issues is not (usually)<=
/span> to re-invent the business, but to find <=
/span>better ways of doing it
7.The trend in successful (as define=
d by
Baldrige) organisations is towards process certainty, process clar=
ity, and organisational simplicity (reducing a ‘room full’ of processes to just four – LANB)
![](3D"slide0021_image007.gif")
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0002_image008.gif")
Pur=
pose ̵=
1; what
do we exist to deliver?
May be expanded as … vision | mission | values=
May be expanded as … vision | mission | values=
Let’s begin
at the beginning!=
As an organisation,what
are we here to do?
What’s our purpose?
at the beginning!=
As an organisation,
What’s our purpose?
2
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0003_image009.gif")
Pur=
pose ̵=
1; to be
the best …. in the world
=
=
1
Customers
We’ll need satisfied, loyal, repeat buyers …
We’ll need satisfied, loyal, repeat buyers …
2 A
workforce
We’ll need skilled, happy, well-trained employees
We’ll need skilled, happy, well-trained employees
3
Profit
We’ll need to make money
We’ll need to make money
4
Sustainability
We’ll need to be good corporate citizens, with green goals, and= = social responsibil= ity … and be here in the long term
We’ll need to be good corporate citizens, with green goals, and= = social responsibil= ity … and be here in the long term
![](3D"slide0003_image010.gif")
To ‘be the best’, =
what
do we need to do?
How about
these four things?
Others might include:
great processes, relationships, ethical behaviour …
these four things?
Others might include:
great processes, relationships, ethical behaviour …
3
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0005_image011.gif")
2 W=
orkforce
Str=
ategic
focus =
focus =
Pur=
pose ̵=
1; to be
the best …. in the world
=
=
Goa=
l
![](3D"slide0005_image012.gif")
Ski=
lled,
happy, well-trained employees
![](3D"slide0005_image013.gif")
‘workforce’
is one strategic focus, and the workforce
goals are ‘skilled, happ=
y,
well-trained’
<=
/i>
How
do we
achieve that?
achieve that?
4
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0012_image014.gif")
Wor=
kforce
Str=
ategic
focus =
focus =
Pur=
pose ̵=
1; to be
the best …. in the world
=
=
Goa=
ls
Act=
ivities
1.Indust=
ry-accredited
training
<=
span
style=3D'font-family:"Times New Roman";font-size:133%'>3.Give g=
reat
holidays
<=
span
style=3D'font-family:"Times New Roman";font-size:133%'>4.Set up=
a cool
workplace
<=
span
style=3D'font-family:"Times New Roman";font-size:133%;visibility:hidden'><=
span
style=3D'mso-special-format:"numbullet3\,1";position:absolute;left:-10.58%=
'>5.
<=
span
style=3D'font-family:"Times New Roman";visibility:hidden'>5.
Experience might
tell us that these four activities result in a ‘skilled, happy, well-trained’ workforce
tell us that these four activities result in a ‘skilled, happy, well-trained’ workforce
Ski=
lled,
happy, well-trained employees
5
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0014_image015.gif")
Wor=
kforce
Skilled, happy, well-trained
Str=
ategic
focus =
focus =
Pur=
pose ̵=
1; to be
the best …. in the world
=
=
Goa=
ls
Act=
ivities
Out=
comes
Finally
how will we know whether any of this stuff is working? <= /b>
how will we know whether any of this stuff is working? <= /b>
=
1. Trai=
ning
=
2. Pay
rates
=
3. Great
holidays
=
4. Cool
workplace
=
5.
=
5.
6
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0015_image016.gif")
4 W=
orkforce
Skilled, happy =
230;
Str=
ategic
focus =
focus =
Goa=
l
Act=
ivities
1
Training
<=
span
style=3D'font-family:"Times New Roman";font-size:89%;visibility:hidden'>•=
![](3D"slide0015_image017.gif")
Out=
comes
1.10% of payroll spent on training, 98% uptake
<=
/div>
![](3D"slide0015_image018.gif")
![3D"Text](3D"slide0015_image019.gif")
=
Purpose
– to be the best …. in the world
![](3D"slide0015_image020.gif")
So what do we mean by <=
span
lang=3DEN-NZ style=3D'color:#FF3300'>‘mission to metrics’=
;,
an= d what about ‘l= ine of sight’?
an= d what about ‘l= ine of sight’?
There’s a=
direct
link
bet= ween the measure (payroll spend, for example) and the strategic focus. Everyone can see how what <= /b>they do delivers the mission=
bet= ween the measure (payroll spend, for example) and the strategic focus. Everyone can see how what <= /b>they do delivers the mission=
7
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0007_image021.gif")
And so on for the other strategic focus items
1.Customer goals might foc=
us
on satisfaction, loyalty, repeat business, and customer referrals, with a set of relevant =
activities. The measure=
s (metrics) might be % top box customer satisfaction, % repeat customers, and market
share
2.Making money goals might focus on return=
s to
investors, re-investment=
in
the business, and growth, with the conventional financial measures
3.Sustainability might be delivered by
activities that include volunteer contributions, school support projects, recycling, and so on. Could also include business sustainability – through reinvestment and considerations of NPV. =
Measures might be numbers achieved, comparisons to industry benchmarks, NPV targ=
ets,
and so on
![](3D"slide0007_image022.gif")
Mission to metrics &=
#8211;
a presentation by Malcolm Macpherson =
; &n=
bsp; =
; &n=
bsp;
www.macph=
erson.co.nz and www.baldrigeplus.com
![](3D"slide0008_image023.gif")
And ‘balance’? Where does a balance come into this?
1.It need not, but go back and
look at the 4, 5 or 6 strategic focuses. Is the business less or more likely to survive if it just concentrates on profit? Or just workforce issues? Or ju=
st customer satisfaction? The answer is probably no, and i=
t certainly would not deliver on the stated purpose.
=
2.Each of the key elements of =
the
business are essential to achieving the purpose
3.More than that, there needs =
to
be a process that balances the competing interests, so that all get their appropriate level of =
attention and investment
4.HENCE – a balanced scorecard. It’s as simple as that (but in the execution, especially in large mature organisations, often pretty tough!).
![](3D"slide0008_image024.gif")
' + ENDSHOW_MESG + '
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No=
tes![](3D"buttons.gif")
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