Execution Success depends on Effectiveness of Implementation

SchellingPoint’s SP/Perform™ tool is modeled from the principles of a balanced scorecard construction, further enhanced by our proprietary SP/Dialogue, SP/Align, and SP/Solve tools. Our consultants’ experience in enterprises in various stages of their lifecycle have led to the development of a selection of templates, each suited to common metrics appropriate for that stage.

Stakeholder Interviews are conducted, to gather and assess information on:

• Key Performance Indicators (KPIs)
  
• programs supporting KPIs already in place
  
• program owners
  
• targets (time phased where appropriate) for the KPIs

This data drives the subsequent Template Adaptation phase, whereby the appropriate SP/Perform™ template is adapted and customized by SchellingPoint’s consultants, using the comprehensive interview results to indicate the consensus opinions. Conflicting opinions and lack of support for the four interdependent areas of the scorecard are highlighted and resolved at this stage.

Scorecard Review and Confirmation incorporates feedback and comments from stakeholders and process owners. This iterative phase is further facilitated by the application of SchellingPoint’s SP/Dialogue™ techniques, and culminates in an approved SP/Perform Scorecard and projected implementation strategy.

The Implementation phase transitions to client ownership and management. SchellingPoint consultants work directly with client representatives and program owners to initiate programs in support of the approved SP/Perform Scorecard. Installation of scorecard maintenance processes, (tasks, quality objectives, timing, and communications) are facilitated in this phase. Review and communication processes for visibility of the scorecard are inaugurated.

• Straightforward, four-phase procedure
  
• Tailored to the specific needs of your company
  
• Templates adapted for use at any stage in the enterprise lifecycle
  
• Identifies and resolves conflicting stakeholder perspectives
  
• Application of SchellingPoint tools which drive development of the SP/Perform™ Scorecard from Internal Dialogue

• A easy-to-read, in-depth scorecard with graphic indications of current performance, historical trends, and easy access to underlying status information

• The goal of installing a SP/Perform™ Scorecard in any business is to provide visibility to the key performance indicators which are the drivers of business success.
• A balanced set of leading and lagging indicators results in management information that is both timely and actionable.
• Provides a vehicle to communicate the status of company objectives to a variety of stakeholders in a consistent manner. Balanced Scorecards can be the central artifact driving everything from weekly management meetings to board reporting.
• Focuses coordination in cross functional activities towards a common destination with a common dictionary and public goals. This allows management to engage staff directly by demonstrating the contributions their activities make to the corporate objectives.
• Eliminates the “rear view mirror” style reporting of financial lagging indicators from which traditional approaches suffer, by embedding the “Learning and Growth – Business Processes – Customer – Financial” dependency utilizing non-financial leading indicators.
• Knowledge of the current status and trending of non-financial endeavors provides an early warning signal to potential performance shortfalls.
  

• Surfaces the crucial relationships of programs and activities that must be accomplished in order to fulfill the financial success objectives of a for-profit enterprise.
  
• Use of templates as a starting point accelerates both the completeness and interdependency thoroughness of the process.
  
• The efficiencies significantly reduce the costs and effort of scorecard construction and maintenance.

• Transformation initiatives
  
• Strategy development programs
  
• Management and Project teams
  
• Process design and reengineering
  
• Product development
  
• Partnerships and contracts
  
• Mergers & Acquisitions
  
• Corporate programs and initiatives
  
• Boards and governing bodies