|
FRITSCHE
Student (MBA), Canada
|
Strategy Maps for Public Sector Organizations / Government
How do strategy maps work for public sector organizations (i.e. government agencies) that don't have sales nor shareholders?
X
Sign up for free
Welcome to the Strategy Maps best practices of 12manage.
Here we exchange knowledge and experiences in the field of Strategy Maps.
❗Sign up now to gain access to 12manage. Completely free.
X
Continue for free
Please sign up and login to continue reading.
Here we exchange knowledge and experiences in the field of Strategy Maps.
❗Sign up now to gain access to 12manage. Completely free.
| |
|
|
| |
|
Alan Kennedy, Canada
|
|
Strategy Mapping Public Sector Organizations Strategy maps can be created for public sector organizations because there is a framework of strategies common to all for-profit, not-for-profit, and public sector organizations.
I make the case in my book, The Alpha Strategies, Understanding Strategy, Risk, and Values in Any Organization, that the differences among these three different types of organizations is not the lack of sales or shareholders or "profits" across all three.
- Public sector and not-for-profit organizations may not have "sales" - but they do have "users".
- Public sector organizations do have a shareholder. It is usually a Ministry, or the government itself (i.e. municipality, or provincial or federal government) or "members" designated in the enabling legislation. Not-for-profits have members.
- As for profitability, public sector and not-for-profits measure "break-even", typically with no requirement to factor in income taxes because they are exempt from them.
So I would argue that the mapping is the same but the terminology in it changes.
|
| |
|
Tomaz Solberg
Management Consultant, Brazil
|
|
The Main Difference is the Top Perspective I would say strategy maps work perfectly for government or non-profit organizations, but with a different perspective at the top. The gola of these organizations is not to generate profit, therefore, the financial result is not the most important thing.
The top perspective is the place to describe the organization´s goal or purpose. it could be something like: "Environmental Impact", "Promotion of Education", "Public Health Impact", etc.
Now, measuring the impact of such organizations on this goal, that´s the real challenge...
And discussing it is the most important factor for appropriate management for most such organizations.
|
| |
|
zouheyr ayas
Student (University), Algeria
|
|
Strategy Map for a Social Security organization I'm working on a Balanced Scorecard for a social security organization, I think that you can customize the strategy map with your own most important objectives, in my case financial and customers are on the top.
|
| |
|
John Thomas
Business Consultant, Canada
|
|
Strategy Map for a Service Delivery Organization The 4 Perspectives become:
- Client;
- Service Delivery;
- Employee and
- Resource Stewardship.
The Strategic Objective for the Service Delivery Organization (about 12000 employees) goes at the top of the Strategy Map.
The Perspectives and their Objectives are down the left side. For example for the Client perspective it is, "Ensuring the Client has a "World Class Service Delivery Experience"".
The Key Success factors (KSF) are in the middle of the Map, and answer the question, "What do we have to do to ensure a World Class Experience"? The KSFs would be something like:
- Obtain Client Feedback of the Service Delivery;
- Develop Client Engagement (so they have an opportunity to affect the services and delivery);
- Ensure an Excellent Client Experience (efficient, personalized, seamless and delivered across all channels of service delivery); and
- Empowered Clients so that all tasks can be done easily on line.
We have 18 KSFs and 18 KPIs calculated as Composite Indicators from 100 activity indicators.
|
|
|
|
|
Log in
Comments by date▼