Module 4: Linking Strategy to Operations

Thursday's first module features two presentations and is Now Available for On-Demand viewing to subscribers. Please click on a session to watch the webcast

Linking Strategy to Operations

Dr Robert Kaplan, Harvard Business School

While alignment creates value, these benefits cannot be sustained unless the strategy is integrated into the operational processes of the business.  Several dimensions of the linkage process will be explored including:

Linking operational process improvements to strategic objectives:

• The role for performance improvement programs (TQM, six sigma, lean) in achieving strategic objectives
• Designing operational dashboards of key performance indicators (KPIs) that drive continuous improvement in strategic processes

Professor Kaplan will also share recent insights in how organizations can integrate enterprise risk management and strategy execution by developing risk scorecards of key risk indicators. Companies can use these risk insights to formulate risk mitigation initiatives that will reduce the likelihood and impact of events that threaten successful execution of their strategies.

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BSC Based Business Planning Model (BBP Model) for the Deployment of Strategies to Operations

Ms Elvan Altug Hamidoglu, Chief Finance Officer, Borusan Lojistik A.Ş

Borusan Lojistik, Turkey’s leading logistics company and part of $3.5bn Borusan Holdings, has enjoyed tremendous growth in recent years. Hear how Borusan Lojistik deploys its 5 year strategic plan to the various operational units within the organization, and its yearly business plans to the employees by means of an individual performance system.  In 2008, with the aim of eliminating inconsistencies in the deployment process Borusan Lojistik developed its BBP Model. Understand how the model works, and hear how Borusan Lojistik not only achieved real compliance between strategy and operations, but also internalized the BSC approach right across the organization.

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