dia 2012 from strategy to bsc

7/29/2019 DIA 2012 From Strategy to BSC

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From StrategicManagement to the

Balanced Scorecard

Measuring Success


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Strategic Management starts early

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Where do you see

yourself in five

years?Hi sweetie!!!

She is socute!!


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Whatever your business is

Organization (people)Learning and growth

Product (Processes)Internal perspective

Market (Customer)Customer perspective

FinanceFinancial perspectivewww.diahome.org 3


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The four dimensions of the BalancedScorecard address vision & strategy

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Robert S. Kaplan&

David P. Norton


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So lets start building together

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Organization: European EDM DIAConference

Management: Programme Committee Goal: Build a Strategy Map leading the organization

through the next five years to achieve the aspiration

of participants and stakeholders. Build the BalancedScorecard to set objectives and targets, follow up

progress and align the organization for the journey


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1. Internal & External Factors (trends)

Interest for EDM and e-Submissions remains strong in the industry New regulations add topics for presentations and education (e.g.

EVMPD)

New technologies offer new solutions to be explored (e.g. eTMF,Structured Content Authoring)

Financial crisis limits participants budget The number ofcompeting conferences is increasing The EDM conference has been managed by the same committee

for many years

The cooperation with other parts of DIA (SIACs, AnnualConference Committees) is limited

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Where will your strategy take you?

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2. The Destination Statement

In the next five years, the European EDM DIAConference will become the leading conference

in Europe for DIA with more participants and

vendors than the US Conference on the same

theme

EDM will be recognized as the fastest growingtopic among the ones covered by DIA and wewill surpass all other conferences on related

subjects in Europe doubling the current revenuefor DIA

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The Strategy Map

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3. The DIA EDM Strategy Map

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Learning

Perspective L1. Broaden thecompetencies

L2. Enhance

cooperation withSIACs

ProcessesPerspective

P1. Regularly

renew the

committee

P2. Identify

new topics

P3. Cross alignwith other DIA

conferences

CustomerPerspective

C1. Improve

coverage ofparticipants learning

objectives

C2. Improveparticipants

perception

FinancialPerspective

F1. Grow

revenue withmore participants

F2. Reduce

cost/participant


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Building the BSC

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Why a dashboard?

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1. Strategic Objectives

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Strategic Objectives arecommon to all

They remain unchanged over aperiod of time (e.g. 5 years)

They are directly derived fromthe situation analysis and the

strategy map

They will guide the organizationtowards the ultimate goals of the

destination statement

PEOPLE Become a Diverse group

L1 Broaden the Competencies

L2 Enhance Cooperation with SIACs

PROCESSES Deliver Superior Content

P1 Regularly Renew the Committee

P2 Develop New topics

P3 Align with other DIA conferences

CUSTOMERS Address Attendees Expectations

C1Improve coverage of participants learning

objectives

C2 Improve participants perception

FINANCIAL Grow Conference Value

F1 Grow revenue with more participants

F2 Reduce cost/participant


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2. Measures

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Measures are business specific They can vary over time depending on the use of the BSC

(performance versus strategic) Clearly defined, there are the KPIs that will be used to measure

progress and communicate to the organization

PEOPLE Become a Diverse group Measure

L1 Broaden the CompetenciesL1.1 Specialty Diversity (areas of interest)

L1.2 Industry versus Vendors

L2 Enhance Cooperation with SIACs L2.1 Number of presenters f rom SIACs

PROCESSES Deliver Superior Content Measure

P1 Regularly Renew the Committee P1.1 New members per year

P2 Develop New topics P2.1 Number of new topics (not present before)

P3 Align with o ther DIA conferences P3.1 Topics common with o ther conferences

CUSTOMERS Address At tendees Expectat ions Measure


objectives

C1.1 Approvals on time within target label (%)

C2 Improve participants perception C2.1 Feedback survey positive results (%)

FINANCIAL Grow Conference Value Measure

F1 Grow revenue with more part ic ipants F1.1 Annual growth in total revenues (%)

F2 Reduce cost/participant F2.1 Increase in number of paying participants


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L1 Broaden the Competencies

L1.2 Industry versus Vendors/Consultants

Measure concept Measures the expansion of competencies within the Programme participants

Units / Period / Weight Units Period Weight

% End of Year (EOY) 10%

Technical definition Average percent of industry presenters versus vendors/consultants

Inclusion criteria Includes all presenters, co-presenters and tutorial leaders. Does not include keynote speakers

Min / Target / Max 40% 50% 60%

Strategic drivers Industry presenters are of more interest to the public as carrying practical experience Vendors and Consultants are of interest as well and should be represented

Notes / comments

Further information (owner,system)

S. Gsponer, DIA files

Measure Example


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PEOPLE Become a Diverse group Measure Min Target Max Weight

L1 Broaden the CompetenciesL1.1 Specialty Diversity (areas of interest) 3 4 5 5%

L1.2 Industry versus Vendors 40% 50% 60% 10%

L2 Enhance Cooperation with SIACs L2.1 Number of presenters from SIACs 2 3 4 10%

PROCESSES Deliver Superior Content Measure Min Target Max Weight

P1 Regularly Renew the Committee P1.1 New members per year 1 2 2 10 %

P2 Develop New topics P2.1 Number of new topics (not present before) 2 3 4 10%

P3 Align with other DIA conferences P3.1 Topics common with other conferences 3 2 1 5%

CUSTOMERS Address Attendees Expectations Measure Min Target Max Weight


objectivesC1.1 Approvals on time within target label (%) 60% 80% 100% 10%

C2 Improve participants perception C2.1 Feedback survey positive results (%) 60% 80% 100% 15%

FINANCIAL Grow Conference Value Measure Min Target Max Weight

F1 Grow revenue with more part ic ipants F1.1 Annual growth in total revenues (%) 15% 20% 25% 15%

F2 Reduce cost/participant F2.1 Increase in number of paying participants 20 30 40 10%

3. Targets and thresholds

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The DIA EU EDM Balanced Scorecard

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PEOPLE Become a Diverse group Measure Min Target Max WeightL1 Broaden the Competencies

L1.1 Specialty Diversity (areas of interest) 3 4 5 5%

L1.2 Industry versus Vendors 40% 50% 60% 10%

L2 Enhance Cooperation with SIACs L2.1 Number of presenters from SIACs 2 3 4 10%

PROCESSES Deliver Superior Content Measure Min Target Max WeightP1 Regularly Renew the Committee P1.1 New members per year 1 2 2 10 %

P2 Develop New topics P2.1 Number of new topics (not present before) 2 3 4 10%

P3 Align with other DIA conferences P3.1 Topics common with other conferences 3 2 1 5%

CUSTOMERS Address Attendees Expectations Measure Min Target Max WeightC1 Improve coverage of participants learning

objectivesC1.1 Approvals on time within target label (%) 60% 80% 100% 10%

C2 Improve participants perception C2.1 Feedback survey positive results (%) 60% 80% 100% 15%

FINANCIAL Grow Conference Value Measure Min Target Max WeightF1 Grow revenue with more participants F1.1 Annual growth in total revenues (%) 15% 20% 25% 15%F2 Reduce cost/participant F2.1 Increase in number of paying participants 20 30 40 10%

2013 - 2018

25%

25%25%

25% LearningProcesses

Customer

Financial

5%

10%

10%

10%

10%

5%10%

15%

15%

10%

Specialty Diversity (areasof interest)

Industry versusVendors

Number of presenters from SIACs

New members per year

Number of new topics(not present before)

Topicscommon wi th ot her conferences

Approvalson time within target label (%)

Feedback survey positive results (%)

Annual growth in total revenues(%)

Increase in number of paying participants


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4. Action Plan and Strategic Initiatives

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Map initiatives to Strategic Objectives

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Balanced Scorecard

Strategic Categories

Strategic Objectives

Strategic Initiatives

Attractbestpeople;

haverightskillsat

righttime

Ensureemployee

learning&

development

Ensureemployee

engagement

Developabalanced

pipelineof

innovativeproducts

Supplyourproducts

efficientlytothe

markets

Complywithall

currentstandards&

regulations

Getrapidapproval

forthebestlabels

Ensurepayersand

providers

reimbursement

Bringsuperior

treatmentstomore

patients

Growsalesand

revenue

Increasereturnon

sales(ROS)

Contributefreecash

flow

Total

Drug delivery systems & devices 2

Leadership in MS 3

Rheumatology pipeline 3

Erbitux in-market & additional indications (incl. NSCLC) 3

Launch of Stimuvax & Cilengitide 2

Building US Oncology 2

External opportunities for US po rtfolio 2

Business Development for CMCare & GM in Growth Markets 1

Operational Excellence 3

TechOps site network & overcapacity 2

R&D hub concept 3

Discovery and Development Efficiency gains 2

CMCare & GM profitability in Europe 2

HTA and PR 4

Build-up of TA NDD 2

Build-up of TA AIID (Rheumatology) 2

High-priority projects 1

Biomarkers strategy & technology 1

Pipeline risk management 1Partnering our core development assets 2

External innovation and expertise 1

FDA Top Outcomes / EU Regulatory Key Stakeholders 2

R&D Sourcing 1

People, Practices and Processes 2

US organization & capabilities 2

Performance Driven Organization (incl. Best People in R&D) 1

Enhance Leadership & Performance

FINANCIAL

Grow ShareholderValue

Drive Organic Topline Growth

Increase Profitability & Efficiency

Re-balance & De-risk the Pipeline

PEOPLE

Become BestPlace to Work

PRODUCTS

Deliver SuperiorProducts

CUSTOMERS

AddressCustomer Needs


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Reporting and Performance

There are several solutions for BSC reportingranging from simple email to sophisticated

software tools

Whatever the method, three things are ofimportance:

Timing: reporting must be done at the agreed time Ownership: Only the owner can report Source identification: Only data from the agreed

source are acceptable

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Example performance calculation

Actual

60%

Min Perform.Weight

Products Category

Weight Perform.

100%

Max

Feedback survey

positive results (%)

Measure

80%

TargetObjective

Performance calculated on the min -target-max range

Performance x Weight

92.6%

Actual

60%

Min

19.7%

Perform.Weight

CUSTOMER Category

15%

Weight

131.5%

Perform.

100%

MaxMeasure

80%Improve participantsperception

TargetObjective

Performance calculated on the min -target-max range

Performance x Weight

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Performance on each measure is calculated by comparing

actual results against Min-Target-Max benchmarks

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Example:

Actual

betweenTarget

and Max:Superior

performance

Actual between

Min and Target:Performance is

at acceptable level

but the target is

not achieved

0.0%

50.0%

100.0%

150.0%

Performance

Targets and Actual Results

Min Target Max

Actual below

Min targetred flag

zone needs

corrective

action

Cap at maximumperformance

Targets mayhave

been set too low

or exceptional

circumstances

Actual

ActualPerformance

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Timing: The BSC process can link to the

quarterly results calendar

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Presentation and Communication

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Success Stories

US Government Agencies Defense Financial Accounting Service (DFAS) Federal Aviation Administration Logistics

Center

Department of Energy Federal ProcurementSystem

Department of Energy Federal PersonalProperty Management

Commercial Industries Airline industry Credit card companies

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Questions

Dr Dimitri Stamatiadis

[email protected]

dia 2012 from strategy to bsc

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