Unicredit Banka Oracle

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Balanced Scorecard Implementation at UniCredit Tiriac Bank
Jann Tadorian Contact:
Managing Partner e-mail: jann.tadorian@inplenion.com
Inplenion Business Consulting International mobile: +41763915015

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Agenda

What is the Balanced Scorecard ?
How to implement a Balanced Scorecard Project?
Unicredit Tiriac Bank Example
Overview Oracle Strategy and Scorecard Solution
Q&A

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Agenda

Q&A

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A Report ?
A Fashion ?
A KPI
System
?
Its a
Management System !

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Do you have a clear formulated mission, vision and strategy
in your company ?

Are the BU strategies aligned with the company strategy ?

Is there a discussion on strategy implementation within
your management meetings? How much time do you spend on it ?

Are your personal goals (MBO) aligned with the company strategy ?

...are the projects clearly approved and prioritized according
to their strategy contribution ?

Are you sure that your management reporting reflects the
status of your key success factors or the strategy implementation ?
Honestly

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Company Challenges : Strategy Execution

The Vision Barrier
Only 5% of the work force
understands the strategy
The People Barrier
Only 25% of managers have
incentives linked to strategy
The Management Barrier
85% of executive teams spend
less than one hour per month
discussing strategy
The Resource Barrier
60 % of organizations dont link
budgets to the strategy
9 of 10
companies fail
to execute
strategy
Todays management Systems Were Designed to Meet the Needs
of Stable Industrial Organizations That Were Changing Incrementally
You Cant Manage Strategy With a System Designed for Tactics

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= + + + + Objectives Competencies Actions Resources Motivation Information +
Intendent
Change
= Confusion + + + + Objectives Competencies Actions Resources Motivation Information +
= Anxiety + + + + Objectives Competencies Actions Resources Motivation Information +
= Frustration + + + + Objectives Competencies Actions Resources Motivation Information +
= Chaos
+ + + + Objectives Competencies Actions Resources Motivation Information +
=
Little Change
=
unsuccessful
Implementation
What is needed for a successful Strategy Execution?

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Vision/
Strategy
Finanzielle Perspektive
Was leisten wir fr
unsere Kapitalgeber, um den
finanziellen Erfolg zu
erhhen?
Was leisten wir fr
erhhen?
Financial
Was leisten wir fr
erhhen?
If we succeed, how will we
look to our Shareholders ?
Struktur - und
Prozessperspektive
Struktur - und
Prozessperspektive
optimiert werden, um
zufrieden zu stellen?
Struktur - und
Prozessperspektive
Processes
To satisfy our customers,
at which processes
must we excel ?
Mitarbeiter/Lern - und
Entwicklungsperspektive
Wie knnen wir durch
Innovation und Lernen
unseren Beitrag zur Wert -
schpfung verbessern?"
Wie knnen wir durch
Learning & Growth
Wie knnen wir durch
To achieve process excellence
how must our organization
learn and improve ?
Kundenperspektive
Kundenperspektive
wir fr unsere Kunden
zu verwirklichen?"
zu verwirklichen?"
Kundenperspektive
Customer / Market
zu verwirklichen?"
To achieve our vision, how
must we look to our
customers ?
Increased Clarity
Better
Committment
Implementation is
controllable
Better
Balance
The Balanced Scorecard!

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The Balanced Scorecard Story!

Source: Kaplan/Norton 2009
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Source: Study 100 x BSC, Horvth & Partners
Support of a successful Strategy
Implementation
Put in place of a common Strategy
Understanding
Better Communication of the
Strategy
Improvement of the
Organization Learning
Enhancement in Cause & Effect
Relations Thinking
Better Objective Accountability
Very important
Relatively important
Little importance
Not important
20%
43%
61%
43%
59%
69%
42%
35%
24%
43%
33%
24%
28%
18%
13%
10%
6%
6%
10%
4%
2%
4%
2%
1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The Reasons for BSC implementation?
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Agenda

Q&A

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BSC
Change Management (F)
Project Management (A)
BSC
Model
(C)
Business Content Information Technology
SW
Solution
(D)
Data
Management
(E)
The Balanced Scorecard House

Strategic
Foundation
(B)

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Project Initialisation
Clarify Starting Point
Buy in Top Management
Clarify Objectives

Project Execution
Project Plan
Project Organisation
Project Documentation

Steering Commitee
Sponsor
(CFO)
Projectsteering
Work Group
(Content)
Work Group
(Technical)
Core Team
Project Organisation
Jan
Project Plan
Apr Mar Feb Mai
2 3 4 5
Modul A
Modul B
Modul D/E
Modul C
Modul E
Project
Management
Change
Management
Strategic
Foundation
BSC
Architecture
SW/Data
Management
6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Woche
Projektstart
Workshop1
Workshop2
Workshop 2: (11.2.03, 1/2 Tag)
Ausarbeitung strategische Ziele
Entwicklung Ursache-/
Wirkungsbeziehung
Teilnehmer:
Core team/alle
Kick Off
Workshops
Meeting Steering Comitee
Kick Off: 13.1.03, (1/4 Tag)
Klrung Ausgangslage
Klrung Zielsetzung
Teilnehmer:
alle
Sitzung 1: (18.2,1/4 Tag)
Verabschiedung Ziele u.
Ursache-/Wirkungsbeziehungen
Workshop 3: (26.2.03, 1 Tag)
Definition Messgrssen
Definition Aktionen
Teilnehmer:
Core team/alle
Verabschiedung Messgrssen u.
Aktionen
Workshop 4: (18.3.03, 1/2 Tag)
Definition Zielwerte u.
Verantwortlichkeiten
Teilnehmer:
alle
Workshop3
Verabschiedung Zielwerte u.
Verantwortlichkeiten u.
BSC Konzept
Workshop3
Workshop 1: (4.2.03, 1/2 Tag)
Klrung und Erluterung
Leitbild
Stakeholderanalyse
Teilnehmer
alle
Project Management (Module A)

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Vision - Strategy - Check
Strategy:
Strategic Priorities
Common Strategy Understanding
External
View
Internal
View

Opportunities

Threats

Strengths

Weaknesses
SWOT

Actual/ Future
Markets/Products
Gaps Deficits
Competitors
Vision
Strategic Foundation (Module B)

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Strategic Objectives

Cause and Effect Chain
(Strategy MAP)

KPIs

Owners

Targets

Initiatives
Sustainable Growth
Operational Excellence
Increase Revenue
Financial
Customer
Processes
Potential
Acquire New
Customers
Improve Employee
Competencies and
Motivation
Develop further the
Customer Focussed
Attitude
Enhance Accessibility of
Relevant Customer
Information
Improve
Profitability
Improve Asset
Utilization
Strategy Map Shop
Offer an Optimal Customer
Value Proposition
Improve Customer
Profitability
Retain Existing
Customers
A Class Supplier
Quality of Product
Presentation
Improve Cost
Structure
Optimize Product
Availability
Optimize Supply
Management
Enhance Advertising
Effectivity
Balanced Scorecard
Balanced Scorecard
Strategic Objectives KPIs
Targets
2003
Initiatives
Improve Profitability
Improve
Cost structure
Force
Growth
EBITDA
%Gesamtkosten vom Umsatz
%Vertriebs- und Verwaltungskosten
Gesamtumsatz
Improve
Capital Expenditures
Acquisition New Customers
Bind Customers
Optimal Value Proposition
Focus on
A Classe Supplier
Improve Product
Presentation
Use new Medias
Improve employee Motivation
and Competencies
Anzahl Neukunden
Churn Rate
CSI
%Anteil der Produkte von A Klasse
Lieferanten
Produkt-Visualisierungsindex
Bestellvorgnge ber Internet
Austritte von Key Employees
Mitarbeiterbefragungswerte
18%
80 %
7 %
900 Millionen Euro
12%
+ 5 %
2%
80 Indexpunkte
80 %
85 Indexpunkte
+ 125 %
3%
85 %Indexwerte
Shop UP- Projekt
Einfhrung eines Lieferanten-
bewertungssystems
Einfhrung Mitarbeiterbefragung
Feedbacksystemeberarbeiten
PR- Projekt
ROI
Perspectives
Financials
Customer/Market
Processes
Potentials
Balanced Scorecard Model (Module C)

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Strategic Objectives
+ Explanations
Strategic
Initiatives
KPIs
and
Target
Values
BSC
Documents
Strategic
Priorities
Cause and Effect
Chains+ Explanations
1
2
3
4
Financial Perspective
Improve W.C.-ratio
. . .
. . .
. . .
Process Perspective
Improve strategic akquisition process
. . .
. . .
. . .
. . .
Customer Perspective
Establish innovator image
. . .
. . .
. . .
. . .
Learning & Growth Perspective
Create global group thinking of local
management
. . .
. . .
. . .
. . .

P
o
t
e
n
c
i a
l
P
r
o
c
e
s
s

C
u
s
t
o
m
e
r

F
i n
a
n
c
e

Documentation of strategic goals and corresponding KPIs
Goal-No.: P 3 Upper level strategic goal: none
Measurement No.: P 3.1 Corporate level: 1
Person responsible for data: Frequence:
FORMULA:
Definition by negative separation (What does the strategic goal not mean?):
Person responsible for reporting:
Frequence of reports:
DEFINITION:
Person responsible for strategic goal:
Data source:
Strategic goal definition (What shall be reached?):
Story of Strategy
Strategic goal:
Definition/Formula:
Measurement:
Person responsible for result:
Balanced Scorecard Model (Module C)

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BSC Model: Translate Strategy into Action (Module C)
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BSC Logic

Presentation Content

Navigation

Different Data Inputs

Easy Maintenance

Company-wide
Distribution
Balanced Scorecard Solution (Module D)

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Datasources

Data Transformation

Data Quality Assurance

Interfaces

Loading Data

Slide 9
ERP
KPI Data Mart
Data Input
SW - Datatransfer
Quality Assurance
BSC Application
DWH
Business
Divisions
Scorecard User
Data Management Architecture
Administration & Support
KPI Interface
Manual
Interface (Web Application )
Application Web Interface
Cubes Excel
Data Management (Module E)

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Communication
Mobilisation
Information
Training

Integration in Management System
BSC Review Process
MBO
Incentive System

Change Management (Module F)

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Agenda

Q&A

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Employees: ~162,000
Customers: ~ 40 million
Branches: ~ 10,000
Total assets: ~ EUR 1tn
Banking operations in 22 countries
International network spanning ~50 countries
Global player in asset management:
~ 86 bn in managed assets
Market leader in Central and Eastern Europe
leveraging on the regions structural strengths
UniCredit Group at a glance*

*Data as of June 2010, UniCredit Group site
A Major Banking Group

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UNICREDIT TIRIAC BANK AT A GLANCE*
~ 3,000 employees
Over 500,000 clients
234 branches
20.5 bn RON total assets

*at 30 June 2010
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OUR GROUP MISSION
We UniCredit people are committed to generating value for our
customers.

As a leading European bank, we are dedicated to the development of the
communities in which we live, and to being a great place to work.

We aim for excellence and we consistently strive to be easy to deal with.

These commitments will allow us to create sustainable value for our
shareholders.
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March April May June July August February January
Post Production Support
18.01
March April May June July August February January
Project
Initialization
Workshops round 1
Workshops round 2
Consistency
Check
Project Initialization
Test &
Training
Design
Migr.
PROD
30.03
WS round 1 ready
28.05
WS round 2 ready
Installation
Start
Start
Build
07.06
BSC Concept Ready
07.06
Design ready
25.06
Build ready
16.07
T&T ready
26. 07
Go Live
Inplenion Support and coach implementation BALANCED SCORECARD CONCEPT
01.03
SCORECARD IMPLEMENTATION
Balanced Scorecard Project
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Definition of
Strategic Initiatives
Definition and
Linkage of Strategic
Objectives

Finance
Customers
Processes
Potentials

Priorisation and
Budgeting of
Strategic Initiatives
3 2 1 4
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WS 1:
Strat.Objectives ,
Cause-and-effect-
chain

WS 2:

KPIs, Target Values and Strat. Initiatives
WS 3:
Initiative Priorization and
Budgeting
Definition of
Strategic
Measures
Definition of
Target Values

S
t
r
a
t
e
g
i
c

C
h
e
c
k

0
BSC Content Elaboration
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Criterias for Rollout Type Type A Type F
External Customer Relation (E) vs. Internal Customer (I) E I
Revenue Center (R) vs. Cost Center (C) R C
Strategic Importance H L
Contribution to Business Value H L
Independency related to other units H L
Size of the Unit H L
Diversification of unit H L
Complexity of Unit L H
Rollout Type
OWN A Entity has an own strategy as starting point for the BSC elaboration
DERIVED BSC B BSC elaboration is derived from Superior BSC and some own strategic input
MIX C Financial and L&G perspectives use objectives from superior BSC; individual objectives for customer and process perspective are included.
STANDARD D Same strategic objectives and KPI's as superior BSC but with own target values (e.g. Branch)
STRATIGIC INITIATIVES E No BSC is elaborated. Only strategic initiatives are defined as contribution to the BSC objectives of superior entities.
BSC Communication F No BSC is elaborated but the company and department BSC is communicated and explained.
Legend
High (H)
Little (L)
OWN
1. Company
DERIVED DERIVED DERIVED DERIVED DERIVED DERIVED
2. Retail 3. CIB&PB 4. CFO 5. GBS 6. CRO 7. HR
Mix DERIVED
8.Large Corp 14. IT Phase 1 (2010)
Mix SI
9. Intl Cl/CBBM Operations Phase 2 (2011)
Mix SI
10. Mid Corporate Org Phase 2 (2011)
Mix SI
11. PB Fac. Man. Phase 2 (2011)
Mix
12. Markets
Mix
13. Real Estate
SI
Fin Adv & Prod
SI
GTB
BSC Architecture - 13 scorecards
BSC Rollout Structure
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The above described integrated and comprehensive closed-loop system links strategic planning with operational planning, execution,
feedback, and learning. The system has many moving parts and interrelationships, and it requires simultaneous coordination among all
line and staff units.
Stage: Adapt/Translate the Strategy
5Y Financial Plan
Bank Strategy Map
Bank KPIs
Bank targets
Bank Initiatives Portfolio
Identyfy the Stratex portfolio
Stage: Align the organization
BL/CL strategic maps
BL/CL KPI's
BL/CL targets
BL/CL Initiatives
Stage: Plan Operation/ Budgeting
Projects prioritization and CAPEXbudgeting
Operational budget
Personal MBO
Stage: Monitor & Learn
Data collection & validation process in BSC
Monthly Operational Review Meetings
Quarterly Strategy Review Meetings**
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Strategy- and Operational Management Cycle
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Agenda

Introduction
Q&A

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OSSM Offers
Strategy Management
Graphic Visualizations of
Strategy:
Strategy Maps
Strategy Trees
Cause and Effect Maps
Custom Visualizations
Scorecards
Collaboration
Initiatives
Threaded Discussions
Related Documents
Action Links
Agents
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OSSM Offers
KPI Management
Performance Tracking
Against Target / Trending
Threshold Assessment
Ownership Definition
Collaboration
Threaded Discussions
Related Documents
Action Links
Agents
Drill to Analysis
Watch Lists
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OSSM Offers
An Interactive, Collaborative Environment
Dashboard integration
Embed scorecard visualizations
into dashboards to foster broad
interactive analyses
KPI Agents
To monitor performance
even when you cant
KPI & Scorecard Actions
Align day-to-day decisions with your
corporate strategy
Annotations & Overrides
Collaborate and document exceptions
to prevent future recurrences
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Agenda

Introduction
Q&A

Unicredit Banka Oracle

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