Kaplan.

Slide 1

Page: 1

Kaplan.3

Becoming a Strategy-Focused Organization

Page: 2

Kaplan.3

Becoming a Strategy-Focused Organization

Page: 3

Kaplan.3

CFO Forum

Page: 4

Kaplan.3

CFO Forum

Page: 5

Kaplan.3

CFO Forum

Page: 6

Kaplan.3

CFO Forum

Page: 7

Kaplan.3

Hyperion Business Performance Management enables our global customers to:

Page: 8

Kaplan.3

Hyperion Leadership

Page: 9

Kaplan.3

[ Poll A ]

Page: 10

Kaplan.3

[ Poll B ]

Page: 11

Kaplan.3

[ Poll C ]

Page: 12

Kaplan.3

Becoming a Strategy-Focused Organization

Page: 13

Kaplan.3

The Balanced Scorecard: A Good Idea in 1992

Page: 14

Kaplan.3

The Balanced Scorecard: A Great Idea by 2002

Page: 15

Kaplan.3

A Gap Existed Between Mission-Vision-Strategy and Employees' Everyday Actions

Page: 16

Kaplan.3

The Balanced Scorecard Links Vision and Strategy to Employees' Everyday Actions

Page: 17

Kaplan.3

The Principles of a Strategy-Focused Organization

Page: 18

Kaplan.3

Principles of the Strategy Focused Organization: TRANSLATE THE STRATEGY TO

OPERATIONAL TERMS

Page: 19

Kaplan.3

The Complete Balanced Scorecard Strategy Map

Page: 20

Kaplan.3

Customer Perspective: The Differentiating Value Proposition

Page: 21

Kaplan.3

Customer Objectives for Different Value Propositions

Page: 22

Kaplan.3

Strategy Map Template: Best Total Cost

Page: 23

Kaplan.3

Strategy Map Template: Product Leadership

Page: 24

Kaplan.3

Strategy Map Template: Complete Customer Solutions

Page: 25

Kaplan.3

Several Different Types of "Balanced Scorecards" Have Emerged in Practice

Page: 26

Kaplan.3

A KPI Scorecard: The Four "P's"

Page: 27

Kaplan.3

What's Missing from the 4P's KPI Scorecard?

Page: 28

Kaplan.3

A Good Balanced Scorecard Tells the Story of Your Strategy

Page: 29

Kaplan.3

Slide 27

Page: 30

Kaplan.3

The Principles of a Strategy-Focused Organization

Page: 31

Kaplan.3

Making Strategy a Continual Process

Page: 32

Kaplan.3

Leaders Inspire Organization to Set Stretch Targets

Page: 33

Kaplan.3

Closing the Planning Gap May Require

Page: 34

Kaplan.3

The Scorecard Process Provides Rigor for Selecting Strategic Initiatives

Page: 35

Kaplan.3

Slide 33

Page: 36

Kaplan.3

The Principles of a Strategy-Focused Organization

Page: 37

Kaplan.3

Economic Value Added (EVA): The Basics

Page: 38

Kaplan.3

Financial Perspective: Shareholder Value (EVA) and BSC

Page: 39

Kaplan.3

Typical EVA Actions

Page: 40

Kaplan.3

Adding the BSC to EVA

Page: 41

Kaplan.3

Integrating ABM into the BSC Framework

Page: 42

Kaplan.3

CUSTOMER PERSPECTIVE: Actions from Integrating ABC and BSC

Page: 43

Kaplan.3

Integrating ABM into the BSC Framework

Page: 44

Kaplan.3

Operational and Strategic Budgeting

Page: 45

Kaplan.3

Activity-Based Budgeting (ABB) Reverses the Relationship Set up in an ABM Model

Page: 46

Kaplan.3

Dynamic Simulation and Activity Based Budgeting

Page: 47

Kaplan.3

The BSC Links Strategy to EVA and ABM Programs

Page: 48

Kaplan.3

The Principles of a Strategy-Focused Organization

Page: 49

Kaplan.3

For More Information...

Page: 50

Kaplan.3

Q&A

Page: 51

Kaplan.3

Send in Your Questions

Page: 52

Kaplan.3

Hyperion Helps the Global Enterprise

Page: 53

Kaplan.3

Hyperion

Page: 54

Kaplan.3

Slide 52

Page: 55