كتاب التخطيط الاستراتيجي بإستخدام بطاقات الإداء

‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‬
‫ﺑﺎﺳﺘﺨﺪام‬
‫ﺑﻄﺎﻗﺎت ﻗﻴﺎس اﻷداء اﻟﻤﺘﻮازن‬
All over the world, Human Resources & Managers are

busy, stressed and fire fighting
Are they doing things right? Or doing the right thing ?
March 2005
SAMIR HANAFY P. Eng.

Business Development Consultant
2004
‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﺑﺎﺳﺘﺨﺪام ﺑﻄﺎﻗﺎت ﻗﻴﺎس اﻷداء اﻟﻤﺘﻮازن‬
‫اﻷهﺪاف‪:‬‬
‫آﻴﻔﻴﺔ وﺣﺴﺎب اﻟﺘﻜﻠﻔﺔ ﻟﻺﺟﺮاءات واﻟﻌﻤﻠﻴﺎت وإﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻟﻠﺘﻜﻠﻔﺔ ﻣﻊ اﻟﻤﺘﻐﻴﺮات اﻟﻌﺎﻟﻤﻴﺔ‪.‬‬ ‫‪-1‬‬
‫اﻟﺘﻌﺮف ﻋﻠﻰ ﺗﺄﺛﻴﺮ ودور اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺗﻨﻔﻴﺬ وإﻧﺠﺎح اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﺆﺳﺴﺔ ﻟﻠﻤﻨﺎﻓﺴﺔ واﻟﺮﺑﺤﻴﺔ‪.‬‬ ‫‪-2‬‬
‫آﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ ﻣﻌﺪﻻت اﻷداء ﻟﻠﻤﺆﺳﺴﺔ واﻟﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﻟﻼﺳﺘﺮاﺗﻴﺠﻴﺎت ﺑﺎﻟﺘﺮآﻴﺰ ﻋﻠﻰ اﻟﻌﻤﻠﻴﺎت‪.‬‬ ‫‪-3‬‬
‫ﺗﺮﺟﻤﺔ اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﻈﻤﺎت اﻟﻤﺮآﺰة إﻟﻰ ﺧﻄﻂ ﻋﻤﻞ ﻳﺘﻢ ﻗﻴﺎﺳﻬﺎ ‪Strategy Focused Organization .‬‬ ‫‪-4‬‬
‫اﻟﺘﻌﺮف ﻋﻠﻰ اﻷدوات اﻟﻤﺨﺘﻠﻔﺔ ﻟﺘﺮﺟﻤﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت إﻟﻰ ﺧﻄﻂ ﻋﻤﻞ وﻗﻴﺎﺳﺎت ﻣﺘﺰﻧﺔ ﻟﻸهﺪاف‪.‬‬ ‫‪-5‬‬
‫اﺳﺘﺨﺪام أﺳﻠﻮب اﻟﻘﻴﺎس اﻟﻤﺘﺰن ﻟﺘﻘﻴﻴﻢ اﻷداء وﺗﻘﻴﻴﻢ اﻹﺟﺮاءات واﻟﻌﻤﻠﻴﺎت ﻟﺘﺤﻘﻴﻖ اﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻲ‪.‬‬ ‫‪-6‬‬
‫اﻟﺘﻌﺮف ﻋﻠﻰ اﻟﺘﺪرﻳﺐ اﻟﻤﻮﺟﻪ ﺑﺎﻷداء ﻟﻠﺘﻮﺻﻞ إﻟﻰ اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﻨﻈﻤﺎت ﻟﻸهﺪاف اﻟﻤﺘﺰﻧﺔ‪.‬‬ ‫‪-7‬‬
‫اﻟﻤﺤﺘﻮﻳﺎت‪:‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت ‪:‬‬
‫اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ‪ BSC‬واﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ ‪. Strategy Maps‬‬ ‫•‬

‫اﻟﻤﻔﻬﻮم اﻟﺠﺪﻳﺪ واﻻﺳﺘﺜﻤﺎر ﻓﻲ اﻟﻤﻮارد اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ ‪. Intangible Assets‬‬ ‫•‬
‫اﻟﻔﻜﺮ اﻟﺤﺪﻳﺚ وإدارة اﻷﻧﻈﻤﺔ ﻣﻦ ﺧﻼل اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﺮﺑﻂ ﺑﺎﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‪.‬‬ ‫•‬
‫اﻟﻔﻜﺮ واﻟﺘﺮآﻴﺰ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻟﺘﺨﻄﻴﻂ ‪. Strategy Focused Organization‬‬ ‫•‬
‫اﻟﻬﻴﻜﻞ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻟﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ‪. Strategy Focused Organization‬‬ ‫•‬
‫اﻟﺮؤﻳﺔ واﻟﻤﻬﻤﺔ واﻟﻘﻴﻢ واﻟﺨﻄﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺎت‪.‬‬ ‫•‬
‫‪2‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ‪:‬‬
‫دور وﻣﺴﺆوﻟﻴﺔ اﻟﻘﻴﺎدة واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﻟﺘﺤﺴﻴﻦ اﻟﻌﺎﺋﺪ ﻋﻠﻰ اﻻﺳﺘﺜﻤﺎر وﺧﺪﻣﺔ اﻟﻌﻤﻼء وﺗﺤﺴﻴﻦ اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات‪.‬‬ ‫•‬
‫اﻟﻘﻴﺎس اﻟﻤﺘﺰن ﻟﺘﺤﻘﻴﻖ أهﺪاف واﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﻨﻈﻤﺎت‪.‬‬ ‫•‬
‫ﺗﻘﻮﻳﺔ وﺗﻌﻤﻴﻖ اﻟﻌﻼﻗﺔ ﺑﻴﻦ أهﺪاف ورﺑﺤﻴﺔ اﻟﻤﺆﺳﺴﺔ وأهﺪاف اﻟﻤﻮﻇﻔﻴﻦ ) اﻟﻮﻻء واﻻﻧﺘﻤﺎء وﺧﺪﻣﺔ اﻟﻌﻤﻼء واﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ (‪.‬‬ ‫•‬
‫اﻟﺘﺨﻄﻴﻂ واﻟﺘﺮآﻴﺰ ﻋﻠﻰ ﺗﺤﻘﻴﻖ اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻘﻄﺎع واﻟﺘﻨﺎﺳﻖ ﻣﻊ اﻟﻬﻴﻜﻞ واﻻﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻌﺎﻣﺔ‪.‬‬ ‫•‬
‫اﻻﺗﺼﺎل اﻟﺒﺸﺮي واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ واﻟﺘﺮآﻴﺰ ﻋﻠﻰ اﻟﻘﻴﺎﺳﺎت واﻟﻤﺮاﺟﻌﺎت ﻟﻀﻤﺎن اﻟﺘﻮﺻﻞ ﻟﻸهﺪاف‪.‬‬ ‫•‬
‫اﻟﺤﻞ اﻷﻣﺜﻞ واﻟﻤﺘﻜﺎﻣﻞ ﻟﻠﻨﻈﺎم اﻟﻬﺮﻣﻲ واﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت وﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ واﻟﺘﻜﻴﻒ ﻣﻌﻪ‪.‬‬ ‫•‬
‫اﻟﺘﺄﺛﻴﺮ ﻋﻠﻰ اﻟﺮوح اﻟﻤﻌﻨﻮﻳﺔ واﻟﺴﻠﻮآﻴﺎت واﻟﻤﻔﺎهﻴﻢ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻟﺘﺤﺴﻴﻦ اﻷداء اﻟﻮﻇﻴﻔﻲ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬ ‫•‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة ‪:‬‬
‫ﻗﻴﺎس اﻟﻤﺆﺷﺮات اﻟﻤﺤﺴﻮﺳﺔ واﻟﻤﺆﺷﺮات اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ‪.‬‬ ‫•‬

‫ﻗﻴﺎس اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات داﺧﻞ اﻟﻤﻨﻈﻤﺎت وآﻴﻔﻴﺔ ﻗﻴﺎﺳﻬﺎ وﺗﺤﺴﻴﻨﻬﺎ وﺗﻄﻮﻳﺮهﺎ‪.‬‬ ‫•‬
‫ﺗﺮﺟﻤﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت إﻟﻰ أهﺪاف ﻣﺘﺰﻧﺔ وﻣﺆﺷﺮات واﻟﻘﻴﺎس ﻟﻀﻤﺎن اﻟﺘﻄﺒﻴﻖ اﻟﺼﺤﻴﺢ‪.‬‬ ‫•‬
‫اﻷﺳﺒﺎب واﻟﻤﺴﺒﺒﺎت وﻋﻼﻗﺘﻬﺎ ﺑﺎﻻﺳﺘﺮاﺗﻴﺠﻴﺎت واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‪.‬‬ ‫•‬
‫ﺗﺤﺴﻴﻦ وإدارة اﻹﺟﺮاءات واﻟﻌﻤﻠﻴﺎت واﻟﺘﻤﻴﺰ ﺑﺎﻟﻤﻘﺎرﻧﺎت اﻟﺨﺎرﺟﻴﺔ وأﺣﺴﻦ اﻷﺳﺎﻟﻴﺐ‪.‬‬ ‫•‬
‫اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ وآﻴﻔﻴﺔ اﻟﻘﻴﺎس‪.‬‬ ‫•‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻠﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﺘﺄﺛﻴﺮ اﻟﻤﺒﺎﺷﺮ ﻋﻠﻰ ﻧﺘﺎﺋﺞ وﻧﺠﺎح اﻟﻤﻨﻈﻤﺎت واﻟﻤﻨﺎﻓﺴﺔ‪.‬‬ ‫•‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻟﺘﺄﺛﻴﺮ ﻋﻠﻰ ﻣﻘﺪرة اﻟﻤﻨﻈﻤﺎت ﻋﻠﻰ ﺗﺤﻘﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت‪.‬‬ ‫•‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ ‪:‬‬
‫اﻻﺧﺘﻴﺎر اﻷﻣﺜﻞ ﻟﻨﻈﺎم اﻟﻤﻘﺎﻳﻴﺲ واﻟﻤﻘﺎرﻧﺔ اﻟﺪاﺧﻠﻴﺔ واﻟﺨﺎرﺟﻴﺔ‪.‬‬ ‫•‬

‫ﺗﻬﻴﺌﺔ اﻟﻤﻨﻈﻤﺔ ﻟﻘﻴﺎس ﻣﻌﺪﻻت اﻷداء وﻓﻬﻢ اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﻈﻤﺔ‪.‬‬ ‫•‬
‫ﺗﺼﻤﻴﻢ ﻣﻨﻈﻮﻣﺔ اﻟﻘﻴﺎس ﻟﻀﻤﺎن اﻟﻔﻌﺎﻟﻴﺔ وﺟﻮدة اﻟﻤﺆﺷﺮات‪.‬‬ ‫•‬
‫ﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻟﻠﺘﻮﺻﻞ إﻟﻰ أﺣﺴﻦ اﻟﻨﺘﺎﺋﺞ وﺗﻘﻠﻴﻞ ﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ‬ ‫•‬

‫تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬ ‫•‬
‫•‬
‫اﻟﺮؤﻳﺔ‪ :‬اﻟﺘﺮﺟﻤﺔ اﻟﻌﻤﻠﻴﺔ إﻟﻰ ﻓﻜﺮ اﺳﺘﺮاﺗﻴﺠﻲ ﻣﺮآﺰ ﻣﻦ ﺧﻼل اﻟﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ‪.‬‬ ‫•‬
‫اﻟﻤﻨﻈﻤﺔ‪ :‬اﻟﺘﺄﺛﻴﺮ واﻟﺘﺮآﻴﺰ ﻋﻠﻰ ﺳﻠﻮآﻴﺎت اﻟﻤﻮﻇﻔﻴﻦ واﻷوﻟﻮﻳﺎت واﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‪.‬‬ ‫•‬
‫اﻹدارة‪ :‬اﺳﺘﺮاﺗﻴﺠﻴﺎت ﻣﺴﺘﻤﺮة وﺗﻌﻠﻢ ﻣﺴﺘﻤﺮ وﺗﻐﺬﻳﺔ ﻣﺮﺗﺪة واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﻟﻘﻴﺎس اﻷداء‪.‬‬ ‫•‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‪ :‬اﻟﺘﺪرﻳﺐ واﻻﺗﺼﺎل اﻟﺒﺸﺮي واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ واﻟﺘﺤﻔﻴﺰ واﻟﺘﻤﻜﻴﻦ واﻹﺑﺪاع واﻟﺘﻄﻮﻳﺮ‪.‬‬ ‫•‬
‫اﻟﻌﻤﻼء‪ :‬اﻟﺘﻮﺻﻞ إﻟﻰ وﻻء وﺑﻨﺎء ﻋﻼﻗﺎت ﻣﻊ اﻟﻌﻤﻼء وﻗﻴﺎس ﻣﺴﺘﻮﻳﺎت اﻟﺮﺿﺎء‪.‬‬ ‫•‬
‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‪:‬‬
‫•• ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ )اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ( ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ اﻟﻌﻤﻞ‪.‬‬

‫• ﺗﻄﻮﻳﺮ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت ﻣﻦ ﻗﺒﻞ اﻟﻘﻴﺎدات واﻟﻤﺪراء وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ إﻟﻰ ﻋﻤﻠﻴﺎت وإﺟﺮاءات‪.‬‬
‫• ﺑﻨﺎء اﻟﺨﺮﻳﻄﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﺘﺨﻄﻴﻂ ‪. Strategy Map‬‬
‫• ﺗﺮﺟﻤﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت إﻟﻰ ﻣﺆﺷﺮات وأهﺪاف ﻟﻠﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ ‪. Strategy Focused Organization‬‬
‫• اﻟﺘﻮﺻﻞ إﻟﻰ اﻟﺨﺮﻳﻄﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻔﻬﻢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت واﻟﺘﻮﺻﻞ إﻟﻰ ﻣﺆﺷﺮات ﻣﺴﺘﻘﺒﻠﻴﺔ‪.‬‬
‫• ﻗﻴﺎﺳﺎت اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ وﺗﺤﺪﻳﺪ اﻟﻐﺮض ﻟﻠﻤﻘﻴﺎس اﻻﺳﺘﺮاﺗﻴﺠﻲ وآﻴﻔﻴﺔ ﺗﺼﻤﻴﻢ واﺧﺘﻴﺎر اﻟﻤﺆﺷﺮ‪.‬‬
‫• ﺗﻐﻴﻴﺮ اﻟﻤﻘﺎﻳﻴﺲ اﻟﺤﺎﻟﻴﺔ ) اﻟﻬﺪف‪-‬اﻷهﻤﻴﺔ‪-‬اﻻﺗﺰان‪-‬اﻟﻤﻘﺎرﻧﺔ اﻟﺨﺎرﺟﻴﺔ (‪.‬‬
‫• إدارة اﻟﻤﻌﺮﻓﺔ وﺧﻄﺔ اﻻﺗﺼﺎل اﻟﻔﻌﺎل ﻟﺠﻤﻊ اﻟﻤﻮﻇﻔﻴﻦ وﻓﻬﻢ ﺁﻟﻴﺔ اﻟﺘﻄﺒﻴﻖ ‪. Communication Plan‬‬
‫• اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﺘﻐﻴﻴﺮ وﻣﻘﺎوﻣﺔ وإدارة اﻟﺘﻐﻴﻴﺮ ورﺑﻂ اﻟﻤﻘﺎﻳﻴﺲ ﺑﺘﻘﻴﻴﻢ اﻷداء ﻟﻠﻤﻮﻇﻔﻴﻦ وﺑﻨﻈﺎم اﻟﺤﻮاﻓﺰ‪.‬‬
‫• ﺗﺨﻄﻴﻂ وﺗﻘﻴﻴﻢ وﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ ﻣﺆﺷﺮات اﻷداء اﻟﻤﺘﺰن واﻟﻤﻘﺎرﻧﺎت اﻟﺪاﺧﻠﻴﺔ ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت‪.‬‬
‫• ﻣﻌﻮﻗﺎت اﻟﺘﻄﺒﻴﻖ ﻟﻠﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﺪروس اﻟﻤﺴﺘﻔﺎدة ﻣﻦ اﻟﺘﻄﺒﻴﻖ ﻟﻀﻤﺎﻧﺎت اﻟﻨﺠﺎح‪.‬‬
‫ﻗﻴﺎس ﺗﺄﺛﻴﺮ اﻟﺘﻄﺒﻴﻖ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﻋﻠﻰ اﻟﻨﺘﺎﺋﺞ وإﻣﻜﺎﻧﻴﺔ ﺗﻄﺒﻴﻘﻬﺎ ‪:‬‬
‫•• ﺗﺼﻤﻴﻢ ﻧﻈﺎم اﻟﻤﻘﺎﻳﻴﺲ‪.‬‬

‫• ﺗﻄﻮﻳﺮ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ورﺑﻂ أهﺪاف اﻟﻤﻮﻇﻔﻴﻦ ﺑﺎﻷهﺪاف اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ وﻣﻌﺪﻻت اﻷداء‪.‬‬
‫• ﺗﻄﻮﻳﺮ ﻣﻨﻈﻮﻣﺔ ﻟﻠﻘﻴﺎس ﻟﺘﻤﻜﻴﻦ اﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ اﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺗﺤﺪﻳﺎت اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﻤﻨﺎﻓﺴﺔ‪.‬‬
‫• ﺗﻄﻮﻳﺮ ﻧﻈﺎم ﻟﻔﻬﻢ اﻹﺟﺮاءات وآﻴﻔﻴﺔ وﻃﺮق اﻟﻘﻴﺎس وﻓﻬﻢ ﻣﻨﻈﻮﻣﺔ اﻟﻘﻴﺎس‪.‬‬
‫• اﻟﺘﻮﺻﻞ إﻟﻰ ﻣﻨﻈﻮﻣﺔ ﻟﻠﻘﻴﺎس ‪BSC metrics‬‬

What are the key benefits of this principle?
Integration and alignment of Company’s Division to achieve the
desired results through improved organizational capabilities.
Alignment of activities at all levels, to achieve organizations strategic

intent.
Flexibility to react quickly to improvement opportunities
Achieve the organizations Strategy & objectives in the most effective

& efficient way
The ability to focus effort on the scorecards that matter to all

Stakeholders
Establishing clear responsibility and accountability for each

department
5 SAMIR HANAFY, P.ENG

What are the key benefits of this principle?
Analysis and measurement of the key process and activities
Identifying the interfaces of key results within and among the

functions of the organization, solving measurement problem.
Focusing on the factors, such as resources, methods and materials

that will improve key activities influencing the scorecards of the
organization.
The effectiveness and efficiency of an organization is improved by

identifying, understanding and Managing a system of interrelated
results needed to achieve strategy ( Balanced Scorecard).
As human development will influence internal process and improve

customer satisfaction which will impact financial indicators.

‫‪BSC and Strategy‬‬
‫‪M-1 Day 1‬‬ ‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬ ‫‪Pg 8‬‬
‫‪M-2 Day 1‬‬

‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬ ‫‪Pg 20‬‬
‫‪M-3 Day 2‬‬ ‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬ ‫‪Pg 43‬‬
‫‪M-4 Day 3‬‬ ‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬ ‫‪Pg 68‬‬
‫‪M-5 Day 4‬‬ ‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬ ‫‪Pg 80‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬ ‫‪ Pg 102‬اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M = Module‬‬

‫اﻟﻨﻈﺮة اﻟﺘﺎرﻳﺨﻴﺔ ﻟﺘﻘﻴﻴﻢ اﻻداء اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫‪Balanced Scorecard Historical lock‬‬
‫ﻋﺼﺮ اﻟﻤﻌﻠﻮﻣﺎت واﻟﻤﻌﺮﻓﺔ‬ ‫ﻋﺼﺮ اﻟﺜﻮرﻩ اﻟﺼﻨﺎﻋﻴﺔ‬

‫‪ – 1975‬اﻻن‬ ‫‪1975-1850‬‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬ ‫اﻟﻤﻨﺎﻓﺴﺔ واﻟﺘﺤﺪي‬ ‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬ ‫اﻟﺮؤﻳﺔ واﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻤﻨﺘﺞ‬
‫ﺗﻘﻴﻴﻢ اﻻداء اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻻﺑﺪاع‬ ‫اﻻدارة واﻟﻤﻔﻜﺮﻳﻦ واﻟﻌﻤﺎل‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪BSC‬‬
‫اﻻهﺘﻤﺎم ﺑﺎﻟﻌﻤﻴﻞ واﻟﻤﻮردﻳﻦ‬ ‫ﻋﺪم اﻻهﺘﻤﺎم ﺑﺎﻟﻌﻤﻴﻞ‬
‫ﺟﻮدة اﻟﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬ ‫ﺟﻮدة اﻟﻤﻨﺘﺞ‬
‫اﻟﻨﻈﺮة اﻣﺴﺘﻘﺒﻠﻴﺔواﻟﻤﻨﺎﻓﺴﺔ‬ ‫اﻟﻨﻈﺮة اﻟﺘﺎرﻳﺨﻴﺔ‬
‫ﺷﺮاﺋﺢ ﻣﺨﺘﻠﻔﺔ ﻟﻠﻌﻤﻼء‬ ‫ﺷﺮﻳﺤﺔ واﺣﺪة ﻟﻠﻌﻤﻼء‬
‫اﻗﺴﺎم واﺟﺮاءات واﺣﺪة‬ ‫اﻗﺴﺎم واﺟﺮاءات ﻣﻨﻔﺼﻠﺔ‬
‫ﻋﻼﻗﺎت ﻣﺸﺘﺮآﺔ ﻣﺸﺘﺮوات ﺗﺼﻨﻴﻊ ﺑﻴﻊ‬ ‫ﻋﻼﻗﺎت ﻣﻨﻔﺼﻠﺔ) ﻣﺸﺘﺮوات ﺗﺼﻨﻴﻊ ﺑﻴﻊ(‬
‫ﺗﻘﻴﻴﻢ اﻻهﺪاف اﻟﻤﺤﺴﻮﺳﺔ واﻟﻐﻴﺮ‬ ‫ﺗﻘﻴﻴﻢ اﻻهﺪاف اﻟﻤﺤﺴﻮﺳﺔ‬
‫ﻣﺤﺴﻮﺳﺔ‬
‫اﻟﺒﺪاﻳﺔ اﻟﻔﻌﻠﻴﺔ ‪ 1992‬روﺑﺮت آﺎﺑﻼن وداﻓﻴﺪ ﻧﻮرﺗﻦ ﺟﺎﻣﻌﺔ هﺎرﻓﺮد‬
‫اﻟﺘﻄﺒﻴﻖ واﻟﻨﺘﺎﺋﺞ ﺟﻨﺮال اﻟﻴﻜﺘﺮﻳﻚ – دﻳﺒﻮﻧﺖ‪ -‬اﺑﻞ آﻮﻣﺒﻴﻮﺗﺮ – ﺑﻞ‪ -‬ﺳﻴﺠﻨﺎ‪-‬هﻴﻮﻟﻴﺖ ﺑﻴﻜﺮ‪ -‬ﺷﻞ‬
‫آﻨﺪا‬
‫اﻻهﺘﻤﺎم ﺑﺎﻟﻘﻴﺎﺳﺎت واﻻهﺪاف اﻟﻤﺘﺰﻧﺔ اﻟﻤﻬﻤﺔ‬
‫‪ %20‬ﻣﻦ اﻻهﺪاف واﻟﻤﺆﺷﺮات ﻟﻬﺎ ﺗﺄﺛﻴﺮ ‪ % 80‬ﻋﻠﻲ اﻟﻨﺘﺎﺋﺞ‬
‫اﻟﻘﻴﺎﺳﺎت اﻟﻤﺎﻟﻴﺔ ﺗﻌﺘﺒﺮ ﺗﺎرﻳﺨﻴﺔ ‪.‬‬

‫اﻟﻘﻴﺎﺳﺎت اﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ هﻲ ﻗﻴﺎﺳﺎت اﻟﻤﺴﺘﻘﺒﻞ‬
‫اﻟﺘﻘﻴﻴﻢ اﻟﺤﺎﻟﻲ ﻟﻘﻴﻤﺔ اﻟﺸﺮآﺎت ﻳﻌﺘﻤﺪ ﻋﻠﻲ اﻟﻤﺆﺷﺮات اﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ‬
‫اﻋﺘﻤﺪت دراﺳﺎت ارﻧﺴﺖ اﻧﺪ ﻳﻮﻧﺞ ﻓﻲ ﺗﻘﻴﻴﻢ اﻟﺸﺮآﺎت ﻋﻠﻲ ﻣﺆﺷﺮات ﻣﺎﻟﻴﺔ وﻏﻴﺮ ﻣﺎﻟﻴﺔ )اﺟﺮاءات وﻋﻤﻼء‬
‫وﻣﻮﻇﻔﻴﻦ( وﻗﺪ ﺗﻢ ﺗﺤﻠﻴﻞ ‪ 300‬ﺷﺮآﺔ ﻟﻠﺒﻴﻊ وآﺬﻟﻚ ‪ 300‬ﺷﺮآﺔ ﻟﻠﺸﺮاء وذﻟﻚ ﺑﻌﺪ ﺗﻄﺒﻴﻘﺎت اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫ﺑﺤﻮاﻟﻲ ﺧﻤﺴﺔ ﺳﻨﻮات‪ .‬وﻓﻲ ﻋﺎم ‪ 1998‬اﺳﺘﺨﺪﻣﺖ اﻟﺸﺮآﺎت اﻟﻤﺤﺎﺳﺒﻴﺔ اﻟﻌﺎﻟﻤﻴﺔ اﻷﺧﺮى اﻟﺨﻤﺴﺔ ﻧﻔﺲ‬
‫اﻟﻄﺮﻳﻘﺔ ﻓﻲ ﺗﻘﻴﻴﻢ اﻟﺸﺮآﺎت‬
‫ﻣﺆﺷﺮات ﻏﻴﺮ ﻣﺎﻟﻴﺔ ﻣﺆﺷﺮات ﻣﺎﻟﻴﺔ‬

‫ﺛﻘﺎﻓﺔ اﻟﺸﺮآﺔ ‪ -‬اﻟﻤﺒﻴﻌﺎت ‪-‬‬
‫اﻟﺮﺑﺤﻴﺔ ‪-‬‬ ‫اﻟﻤﻘﺪرة اﻟﻘﻴﺎدﻳﺔ واﻻدارﻳﺔ ‪-‬‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‪-‬‬ ‫ﻓﻌﺎﻟﻴﺔ ﺑﺮاﻣﺞ اﻟﻤﺮﺗﺒﺎت واﻟﺤﻮاﻓﺰ ‪-‬‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت ‪-‬‬ ‫ﺑﺮاﻣﺞ ﺗﺤﺴﻴﻦ اﻻﻧﺘﺎﺟﻴﺔ ‪-‬‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‪-‬‬ ‫إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ واﻟﻮﺿﻊ اﻟﺘﺴﻮﻳﻘﻲ ‪-‬‬
‫اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻤﺼﺎرﻳﻒ ‪-‬‬ ‫اﻟﻤﻘﺪرة ﻋﻠﻲ ﺟﺬب اﻟﻘﺪرات اﻟﺒﺸﺮﻳﺔ اﻟﻤﺘﻤﻴﺰة ‪-‬‬
TOTAL QUALITY BALANCE
Positive interactions with customers cannot be accomplished without understanding,

and then developing, the skills needed to create the most effective human communication
between employee and customer. a better listener, as well as a better communicator to
customers, both verbally and non-verbally. Remember, success depends on your ability to
implement the 'human touch' consistently across business functions.
FACT FEELINGS /
PERCEPTION
Product Service
TANGIBLE INTANGIBLE
‫اﻟﻤﺤﺴﻮس‬ ‫اﻟﻐﻴﺮ ﻣﺤﺴﻮس‬
Value to Customer = Real Value + Perceived Value

‫زﻳﺎدة ﻣﻔﻬﻮم اﻟﻘﻴﻤﺔ اﻟﻤﺎﻟﻴﺔ ﻟﻠﻤﻮارد ﻏﻴﺮ اﻟﻤﺤﺴﻮﺳﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت اﻟﻌﺎﻟﻤﻴﺔ‬
‫اﻟﻴﻮم‬
‫ﻋﺸﺮة اﻋﻮام‬
‫ﺳﺎﺑﻘﺔ‬
‫‪% 34‬‬ ‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬

‫‪% 22‬‬ ‫ﻣﺆﺷﺮات اﻟﻌﻤﻼء‬ ‫ﻋﺸﺮون ﻋﺎﻣﺎ‬
‫‪% 22‬‬ ‫اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬ ‫ﺳﺎﺑﻘﺔ‬ ‫‪2004‬‬
‫ﺗﻄﻮﻳﺮ وﺗﻌﻠﻴﻢ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ‪% 22‬‬ ‫‪1994‬‬ ‫‪75%‬‬
‫‪% 100‬‬ ‫اﺟﻤﺎﻟﻲ‬
‫‪62%‬‬
‫اﻟﺘﻘﻴﻴﻢ اﻟﺤﺎﻟﻲ ﻟﻠﺸﺮآﺎت اﻟﻤﺤﺎﺳﺒﺔ اﻟﻌﺎﻟﻤﻴﺔ‬
‫‪1984‬‬
‫ادراك اﻟﻌﻤﻼء ﻟﻠﺸﺮآﺔ هﻮ اﻟﻤﺆﺛﺮ ﻋﻠﻲ‬ ‫‪38%‬‬
‫اﻟﻘﻴﻤﺔ اﻟﺴﻮﻗﻴﺔ واﻟﻘﻴﻤﺔ اﻟﺪﻓﺘﺮﻳﺔ ﻟﻼﺳﻬﻢ‬
‫وﺗﻘﻮﻳﻢ رأس اﻟﻤﺎل اﻟﻔﻜﺮي واﻟﺬي ﻳﺆﺛﺮ‬
‫‪ % 75‬ﻣﻦ اﻟﻘﻴﻤﺔ اﻟﺴﻮﻗﻴﺔ ﻟﻠﺸﺮآﺎت ﺗﺄﺗﻲ ﻣﻦ اﻟﻤﻮارد اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ ﻋﻠﻲ اداء اﻟﻌﻤﻞ واﻟﻨﺘﺎﺋﺞ‬
‫اﻟﻘﻴﻤﺔ اﻟﺴﻮﻗﻴﺔ ﻟﺸﺮآﺔ داو= ‪ 21‬ﺑﻠﻴﻮن‬ ‫اﻟﻤﻮارد ﻏﻴﺮ اﻟﻤﺤﺴﻮﺳﺔ ﺗﺸﻤﻞ‪-:‬‬
‫اﻻﺑﺪاع واﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻟﻌﻼﻗﺎت ﺑﺎﻟﻌﻤﻼء واﻟﺘﺴﻮﻳﻖ‪ -------------‬اﻟﻘﻴﻤﺔ اﻟﺪﻓﺘﺮﻳﺔ ﻟﺸﺮآﺔ داو= ‪ 8‬ﺑﻠﻴﻮن‬
The Barriers to Implementing Strategy
‫ﻣﻌﻮﻗﺎت ﺗﻄﺒﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
1990 Fortune
Only 10 % of Magazine
‫ ﻣﻦ اﻟﻤﻨﻈﻤﺎت‬% 10 Failure in implementing Strategy
Organization Execute
‫ﻳﺘﻢ ﺗﺤﻘﻴﻖ إﺳﺘﺮاﺗﻴﺠﻴﺘﻬﻢ‬
Strategy
Barriers to Strategy Execution
Management
Vision Barrier People Barrier Resource Barrier
Barrier
Only 5 % of Only 25 % of 60 % of
85 % of executives
workforce managers have organizations
teams Spend less
Understand Incentives linked Don’t link budget
than 1hour / month
Strategy To Strategy To Strategy
discussing Strategy
‫ ﻳﺘﻢ ﻣﻌﺮﻓﺘﻬﻢ‬% 5 ‫ ﻳﺘﻢ رﺑﻂ اﻟﺤﻮاﻓﺰ‬% 25 ‫ ﻳﻘﻀﻮن اﻗﻞ ﻣﻦ‬% 85 ‫ ﻣﻦ اﻟﻤﻨﻈﻤﺎت ﻻ‬% 60
‫ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﺳﺎﻋﺔ ﺷﻬﺮﻳﺎ‬ ‫ﻳﺘﻢ رﺑﻂ اﻟﻤﻴﺰاﻧﻴﺔ‬
12 ‫ﻟﻤﻨﺎﻗﺸﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
New Definition of Cash Flow- Working Capital Components
Working
= Sales Revenue
+ Inventory _ Accounts
Payable
Capital Collected (AR)
Suppliers
Cash Flow from Customers
Contractors
Employees
Unsatisfied Customers
Reduce Working Capital Satisfied Customers
Until Satisfied Improve Working Capital
Customer Processing
Order Fulfillment, Shipping
Production Processes
Sales Process
Marketing Process
Sales Revenue- AR Is A Good Measure Of Customer Satisfaction.

Working Capital (Cash Flow) Is A Good Measure Of Overall Business Performance
Identify & Improve Processes to Improve Cash Flow (Pricing, Sales Admin, Order
Admin/Customer Service, Distribution, ………..

Cash to Cash Cycle
‫ﻣﻘﺎﻳﻴﺲ اﻟﺴﻴﻮﻟﺔ اﻟﻤﺎﻟﻴﺔ آﻤﺆﺷﺮ ﻟﻸداء ﻟﻼهﺪاف اﻟﻤﺘﺰﻧﺔ‬
Purchase Raw
Materials or merchandise Sell
From Suppliers Product
Days Inventory Days Receivable
Days Payable Cash To Cash Cycle
Pay Suppliers Collect Cash

for Material from Customer
- Working Capital Management

- Capital is tied in Inventory
- Cash to Cash Cycle
Time required for company to convert cash
payment to suppliers of inputs to cash receipts
14 From customers SAMIR HANAFY, P.ENG
The Strategy Map Solves Fundamentals
Balanced
Scorecard
Financial Tangible Strategy
Measurement intangible Implementation
Tangible
‫اﻟﻤﻘﺎﻳﻴﺲ اﻟﻤﺘﺰﻧﺔ اﻟﻤﺤﺴﻮﺳﺔ‬
‫واﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ‬ ‫اﻟﺘﻄﺒﻴﻖ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﻤﻘﺎﻳﻴﺲ اﻟﻤﺎﻟﻴﺔ اﻟﻤﺤﺴﻮﺳﺔ‬

What Is Balanced Scorecards
Measurement
BSC = System?
‫ﻧﻈﺎم ﻟﻠﻘﻴﺎس‬
+ Strategic
Management
System?
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻻدارة‬
+ Communication
Tool?
‫اﻻﺗﺼﺎل اﻟﻔﻌﺎل‬

‫‪Strategy , Mission Statement & BSC‬‬ ‫ﻗﺼﺔ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ واﻟﻤﻬﻤﺔ وﺑﻄﺎﻗﺎت اﻟﻘﻴﺎس اﻟﻤﺘﺰن‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ هﻲ ﻋﺪد ﻣﻦ اﻻﺳﺌﻠﺔ اﻻﻓﺘﺮاﺿﻴﺔ ﻋﻦ اﻟﺴﺒﺐ واﻻﺛﺮ وﻳﻤﻜﻦ اﻟﺘﺎﻋﺒﻴﺮ ﻋﻨﻬﺎ ﺑﺠﻤﻠﺔ ﻣﺎذ ا ﻟﻮ ؟‬
‫‪Strategy is a Series of Assumptions, Questions, “What If? Cause and Effect Logic‬‬
‫اذا رﻓﻌﻨﺎ ﻣﻬﺎرات اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﺑﺎﻟﺘﺪرﻳﺐ واﻟﻤﻌﺮﻓﺔ )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ اﻟﺠﻮدة ﻟﻠﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬
‫وﺣﻴﻦ ﻳﺘﻢ ﺗﺤﺴﻴﻦ اﻻﺟﺮاءات ) ﺟﻮدة وﺗﻜﺘﻠﻔﺔ واوﻗﺎت ﻟﻠﻌﻤﻠﻴﺎت( )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ ﻣﺴﺘﻮي ﺧﺪﻣﺔ اﻟﻌﻤﻼء‬
‫وﻳﻌﻨﻲ ذﻟﻚ ﺗﻮﺻﻴﻞ اﻟﺨﺪﻣﺎت واﻟﺴﻠﻊ ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ ﺑﺎﻟﺠﻮدة اﻟﻤﻄﻠﻮﺑﺔ واﻟﺴﻌﺮ اﻟﻤﻨﺎﺳﺐ ﺳﻴﺆﺛﺮ ﻋﻠﻲ وﻻء اﻟﻌﻤﻼء‬
‫وﻟﻮﺣﺪث ذﻟﻚ ﺳﻴﺆﺛﺮ ﻋﻠﻲ اﻟﻨﺘﺎﺋﺞ اﻟﻤﺎﻟﻴﺔ واﻟﺮﺑﺤﻴﺔ واﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻰ ‪.........‬ﺑﻄﺎﻗﺎت ﻗﻴﺎﺳﺎت اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﻐﺎﻳﺔ اﻟﻮﺳﻴﻠﺔ اﻟﻤﻬﻤﺔ اﻟﺮﺳﺎﻟﺔ ‪Mission‬‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ‪Strategy‬‬
‫رؤﻳﺔ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻃﻮﻳﻠﺔ اﻟﻤﺪي‬ ‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪BSC‬‬ ‫اﻓﻌﺎل وﺗﻜﺘﻴﻚ ﻗﺼﻴﺮ اﻟﻤﺪي‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ ﺗﺮﺟﻤﺔ اﻟﻤﻬﻤﺔ واﻟﺮؤﻳﺔ اﻟﻲ واﻗﻊ ﻣﺴﺘﻘﺒﻠﻲ ﻣﻦ ﺧﻼل اﻻدارة اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ وﻗﻴﺎس اﻻداء اﻟﻐﻴﺮ ﻣﺤﺴﻮس‬
‫واﻟﻬﺪف اﻻﺳﺎﺳﻲ هﻮ اﻟﺘﻐﻴﻴﺮ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﻨﺠﺎح واﻟﺘﻤﻴﺰ واﻟﺘﻔﻮق‬
‫اﻟﺤﻞ اﻟﻤﺘﻜﺎﻣﻞ ﻟﻤﺸﺎآﻞ اﻟﻨﻈﺎم اﻟﻬﺮﻣﻲ‬
‫اﻟﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ واﻟﺠﻮدة وﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ واﻟﺘﺄﺛﻴﺮ ﻋﻠﻲ اﻟﺴﻠﻮآﻴﺎت واﻟﺮوح اﻟﻤﻌﻨﻮﻳﺔ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫‪Balanced‬‬ ‫ادارة اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬
‫اﻻﺗﺰان‬ ‫اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫ادارة اﻻﺟﺮاءات‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ادارة ﻋﻼﻗﺎت اﻟﻌﻤﻼء‬ ‫واﻟﻌﻤﻠﻴﺎت‬
‫واﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬ ‫واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫واﻻﻧﻈﻤﺔ اﻟﺪاﺧﻠﻴﺔ‬
‫ﻋﻼﻗﺎت اﻟﻌﻤﻼء‬
‫‪Scorecard‬‬
‫ﺗﺤﻠﻴﻞ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫واﻟﻤﻘﺪرة‬
‫ﻟﻼهﺪاف‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫راس اﻟﻤﺎل اﻟﺒﺸﺮي‬
‫‪Balanced Scorecard-Concept for efficient Performance‬‬
‫اﻟﻔﻜﺮ وﺧﻠﻔﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻟﻔﻌﺎﻟﻴﺔ اﻇﻬﺎر اﻟﻨﺘﺎﺋﺞ واﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ‬
‫اﻟﻨﻈﺮة‬ ‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‬

‫اﻟﻨﻈﺮة‬
‫اﻟﻤﺎﻟﻴﺔ‬ ‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻼﻗﺘﺼﺎد اﻟﻘﻮﻣﻲ ‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﺮﺑﺤﻴﺔ واﻟﺘﻜﺎﻟﻴﻒ ‬
‫اﻟﺘﻌﻠﻴﻢ واﻟﻨﻤﻮ ‬ ‫اﻟﻤﺎل‬
‫أﺻﺤﺎب اﻟﻤﺎل‬
‫أﻣﺎم أﺻﺤﺎب‬
‫اﻟﻈﻬﻮر أﻣﺎم‬
‫آﻴﻔﻴﺔ اﻟﻈﻬﻮر‬
‫آﻴﻔﻴﺔ‬ ‫دورﻩ راس اﻟﻤﺎل ‬
‫اﻟﺘﺪرﻳﺐ ‬ ‫اﻟﻤﺆﺷﺮات‬
‫أﻧﻨﺎ ﻧﺎﺟﺤﻴﻦ ﻓﻲ ﺗﺤﻘﻴﻖ اﻟﻤﺆﺷﺮات‬
‫ﺗﺤﻘﻴﻖ‬ ‫ﻓﻲ‬ ‫ﻧﺎﺟﺤﻴﻦ‬ ‫أﻧﻨﺎ‬
‫ادارة اﻟﻤﻌﺮﻓﺔ ‬ ‫اﻟﻤﺎﻟﻴﺔ‬
‫ﻻﺳﺘﺜﻤﺎراﺗﻬﻢ‬
‫وﻣﻜﺎﺳﺐ ﻻﺳﺘﺜﻤﺎراﺗﻬﻢ‬
‫وﻣﻜﺎﺳﺐ‬
‫اﻟﻤﻌﻠﻮﻣﺎت ‬
‫اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﻨﻈﺮة اﻟﺒﺸﺮﻳﺔ‬
‫ﻟﻠﺘﻄﻮﻳﺮ‬
‫ﻟﻠﺘﻄﻮﻳﺮ‬ ‫ﻟﻼﺟﺮاءات‬
‫ﻟﻼﺟﺮاءات‬
‫اﻟﺮؤﻳﺔ‬ ‫اﻟﺘﻲ‬
‫اﻻﺳﺎﺳﻴﺔ اﻟﺘﻲ‬
‫اﻻﺟﺮاءات اﻻﺳﺎﺳﻴﺔ‬
‫اهﻢ اﻻﺟﺮاءات‬‫هﻲ اهﻢ‬
‫ﻣﺎﻣﺎ هﻲ‬
‫ﻓﻲ‬
‫واﻟﺘﻜﻴﻒ ﻓﻲ‬
‫واﻟﺘﻐﻴﻴﺮ واﻟﺘﻜﻴﻒ‬
‫اﻹﺑﺪاع واﻟﺘﻐﻴﻴﺮ‬
‫ﻣﺪي اﻹﺑﺪاع‬
‫ﻣﺪي‬ ‫ﺗﻮﻗﻌﺎت‬
‫و‬ ‫اﻟﻲ ﺗﻮﻗﻌﺎت‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ‬
‫ﺗﺤﺴﻴﻨﻬﺎ ﻟﻠﺘﻮﺻﻞ‬
‫ﻳﻤﻜﻨﻨﺎ ﺗﺤﺴﻴﻨﻬﺎ‬
‫ﻳﻤﻜﻨﻨﺎ‬
‫اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﺸﺮآﺔ اﻟﺒﺸﺮﻳﺔ‬
‫ﻣﻮارد اﻟﺸﺮآﺔ‬
‫ﻣﻮارد‬ ‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻤﺼﺎﻟﺢ‬ ‫أﺻﺤﺎب‬
‫أﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫اﻟﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ﻟﻠﺘﻮﺻﻞ‬
‫واﻻﺑﺪاع‬ ‫واﻟﻮﻻء‬
‫واﻟﻮﻻء واﻻﺑﺪاع‬
‫اﻟﻨﻈﺮة‬ ‫ﺟﻮدة ‬
‫ﻟﻠﻌﻤﻼء‬
‫ﻟﻠﻌﻤﻼء‬ ‫وﻗﺖ ‬
‫ﺗﻜﻠﻔﺔ ‬
‫اﻟﻈﻬﻮر‬
‫آﻴﻔﻴﺔ اﻟﻈﻬﻮر‬
‫آﻴﻔﻴﺔ‬
‫اﻟﺮﺿﻲ ‬ ‫اﻟﻌﻤﻼء‬ ‫ﻣﻨﺘﺠﺎت ﺟﺪﻳﺪة ‬
‫أﻣﺎم اﻟﻌﻤﻼء‬
‫أﻣﺎم‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‬ ‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت ??‬
‫اﻟﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ﻟﻠﺘﻮﺻﻞ‬
‫اﻟﺘﺴﻮﻳﻖ ‬
‫‪19‬‬ ‫اﻟﺴﻮق ‬ ‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﻌﻤﻴﻞ ‪Customer‬‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻳﺠﺐ‬
‫ان ﻧﺒﺪوﻓﻲ ﻧﻈﺮ ﻋﻤﻼؤﻧﺎ؟‬
‫اﻟﺤﺼﺔ اﻟﺘﺴﻮﻳﻘﻴﺔ ورﺿﺎء‬
‫اﻟﻌﻤﻼء واﻻﺣﺘﻔﺎظ ﺑﻬﻢ‬
‫اﻟﻤﺎﻟﻴﺔ ‪Financial‬‬ ‫‪Internal Business Process‬‬

‫ﻟﻠﺘﻤﻴﺰ آﻴﻒ ﻳﺠﺐ ان ﻧﺒﺪو اﻣﺎم‬ ‫‪Vision‬‬ ‫اﻟﻌﻤﻠﻴﺎت اﻟﺪاﺧﻠﻴﺔ‬
‫اﺻﺤﺎب واﻃﺮاف اﻟﻤﺼﺎﻟﺢ‬ ‫‪Mission‬‬ ‫ﻟﻜﻲ ﻧﺮﺿﻲ ﻋﻤﻼؤﻧﺎ اي اﻟﻌﻤﻠﻴﺎت‬
‫‪ٍStockholders‬‬ ‫‪Strategy‬‬ ‫ﻳﺠﺐ ان ﻧﺮآﺰ ﻋﻠﻴﻬﺎ وﻧﺤﺴﻨﻬﺎ‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر واﻟﻘﻴﻤﺔ‬ ‫اﻟﺠﻮدة واﻟﺰﻣﻦ اﻟﺘﻜﻠﻔﺔ واﻟﻔﻌﺎﻟﻴﺔ‬
‫اﻻﻗﺘﺼﺎدﻳﺔ اﻟﻤﻀﺎﻓﺔ واﻟﺮﺑﺤﻴﺔ‬
‫‪Innovation & Growth‬‬

‫اﻟﻨﻤﻮ واﻟﺘﻄﻮﻳﺮ واﻻﺑﺪاع‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻧﺴﺘﺜﻤﺮﻓﻲ‬
‫اﻟﻤﻮارد وآﻴﻒ ﺗﺴﺘﻤﺮ ﻗﺪرﺗﻨﺎ‬
‫ﻋﻠﻲ اﻟﺘﻐﻴﻴﺮ واﻟﺘﻄﻮﻳﺮ؟‬
‫اﻟﺮﺿﻲ اﻟﻮﻇﻴﻔﻲ اﻻﺑﺘﻜﺎر واﻟﺘﻌﻠﻴﻢ‬
‫واﻟﺘﺪرﻳﺐ واﻟﺘﻤﻜﻴﻦ اﻻداري‬
‫‪M-2 Day 1‬‬

‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬

‫‪Pg 80‬‬
‫‪M-5 Day 4‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬

‫‪Pg 102‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬

‫ﻟﻤﺎذا اﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ﺑﺎﺳﺘﺨﺪام اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫ﺗﻮﺿﻴﺢ اﻟﺮؤﻳﺔ واﻟﻤﻬﻤﺔ واﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وﺗﺤﻮﻳﻠﻬﺎ اﻟﻲ ﺧﻄﻂ ﻋﻤﻞ ﻳﻤﻜﻦ ﻗﻴﺎﺳﻬﺎ ﻟﻜﻞ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫ﺗﻮﺻﻴﻞ اﻟﻤﺆﺷﺮات واﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﺠﻤﻴﻊ ﻣﺴﺘﻮﻳﺎت واﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫رﺑﻂ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻟﻤﻴﺰاﻧﻴﺔ واﻟﺘﻘﻴﻴﻢ ﻟﻤﺆﺷﺮات اﻻداء ﻟﻠﺸﺮآﻪ‬
‫ﺗﻘﻴﻴﻢ وﻣﺘﺎﺑﻌﺔ ﺗﻨﻔﻴﺬ اﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وﺗﻘﻴﻴﻢ اﻻداء‬
‫اﻟﺘﻌﻤﻖ ﻓﻲ ﻣﻔﻬﻮم ﺗﺤﺴﻴﻦ اﺟﺮاءات اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت واﻟﺘﻐﺬﻳﺔ اﻟﻤﺮﺗﺪة ﻟﻼهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻻﺳﺘﺨﺪام اﻻﻣﺜﻞ ﻟﻨﻈﺎم اﻟﻤﻌﻠﻮﻣﺎت ﻟﻠﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ وﺗﻄﻮﻳﺮ وﻗﻴﺎس اﻻﺟﺮاءات اﻻﺳﺎﺳﻴﺔ ﻟﻠﺸﺮآﺔ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺆﺷﺮات اﻷﺳﺎﺳﻴﺔ ﻟﺠﻤﻴﻊ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ ) ﻣﺎﻟﻴﺔ‪ -‬اﺟﺮاءات‪ -‬ﻋﻤﻼء‪ -‬ﻣﻮﻇﻔﻴﻦ(‬
‫ﺗﻌﻈﻴﻢ اﻟﻘﻴﻤﺔ اﻟﻔﻌﻠﻴﺔ اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻟﻌﻤﻼء واﻻﺟﺮاءات اﻟﺪاﺧﻠﻴﺔ ﻟﻠﺸﺮآﺔ واﺗﺰان اﻻهﺪاف‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ ) ﻣﺆﺷﺮات ﻣﺤﺴﻮﺳﺔ( وﻣﺆﺷﺮات اﻟﻌﻤﻼء ورﺿﺎﺋﻬﻢ ووﻻﺋﻬﻢ وﺗﻄﻮﻳﺮ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫واﻻﺟﺮاءات) ﻣﺆﺷﺮات ﻏﻴﺮ ﻣﺤﺴﻮﺳﺔ(‬

STRATEGIC PROFILE
• TIME FRAME
• DRIVING FORCE
• BUSINESS CONCEPT
•AREAS OF EXCELLENCE
• FUTURE PRODUCT /SERVICE /MARKET
• FUTURE USER SCOPE
•SIZE GROWTH GUIDELINES
• RETURN/ PROFIT GUIDE LINES
CRITICAL ISSUES
O
VISION • C PE
• U
• C CU RR A
R
VI N
U RRE EN T
ER A
‫اﻟﺘﺸﻐﻴﻠﻴﺔ‬ ‫اﻟﺨﻄﺔ‬
CE
RR N T I
ET T / S PL
‫اﻟﺨﻄﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
EN T PR O
T MA OD N
U K C C
O AR DU I
IS R U P
G
SU KE CT LA
TL E T
EW W PRO E
ES T /SE N
T
S
• N NE RA
RV
IC
ST
•N E W
M
E
•
NEW
CURRENT
23 BUDGET SAMIR HANAFY, P.ENG
Strategy Focused Organization What is A BALANCED SCORECARD
Management Control System

Vision &
Change Management Strategy
Why?
HR Review & Designed around
• In 1980 10% success rate Budget
of formulated strategy Incentive Reorient • Short Term
• 70% is not bad strategy • Control Oriented
but bad execution • Financial Framework
• Investors find execution
is more important than Plan &
vision Allocate ‫ﺗﻐﻴﻴﺮ اﻟﻔﻜﺮ‬
• In 82 Brokers estimated
62% tangible assets.
• In 92 it dropped to
38% tangible assets. Strategic Management System
• The book value of tangible
assets accounted for only
10%-15% of market value Translating
The Vision
Designed around
• The intangible assets • Longer Term
- Customers relation Communicating Feedback • Commitment Oriented
Balanced
- responsive operation & & • Strategic View
Scorecard
- Employee capability & Skills Linking Learning
- innovation & IT
- High Quality
- New product Plan &
Allocate
24
‫اﻟﺘﻔﻜﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻰ – ﻧﻈﺮة ﺷﺎﻣﻠﺔ‬
‫‪Strategic Thinking Process‬‬
‫‪• What is :‬‬ ‫ﻣﺎ هﻮ ‪:‬‬

‫‪Strategic Thinking‬‬ ‫اﻟﺘﻔﻜﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻲ‬
‫‪Strategic Planning‬‬ ‫اﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻲ‬
‫‪Strategic Management‬‬ ‫اﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪Strategic Thinking Process:‬‬ ‫ﻃﺮﻳﻘﺔ ﺗﻄﺒﻴﻖ اﻟﺘﻔﻜﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻲ‪:‬‬
‫‪-Define Strategy‬‬ ‫‪ -‬ﺗﻌﺮﻳﻒ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪-Formulate Strategy‬‬ ‫‪ -‬اﺳﺘﻨﺒﺎط وﺻﻴﺎﻏﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪-Migration Plan‬‬ ‫‪ -‬اﻟﺨﻄﺔ اﻟﺘﻌﺪﻳﻠﻴﺔ‬
‫‪-Value for the Company‬‬ ‫‪ -‬إﺿﺎﻓﺔ ﻗﻴّﻤﺔ ﻟﻠﻤﺆﺳﺴﺔ‬
‫ﻗﻴﻤﺔ‬ ‫ﺻﻴﺎﻏﺔ‬ ‫ﺗﻌﺮﻳﻒ‬

‫ﻣﻀﺎﻓﺔ‬
‫ﺗﻌﺪﻳﻞ‬

Strategic Thinking Process‫اﻟﻔﻜﺮ اﻹﺳﺘﺮاﺗﻴﺠﻰ‬
• Strategic Thinking
– Is not just to achieve quality – FITNESS TO STANDARD
– It is to achieve – FITNESS TO NEED
– It is to achieve – FITNESS TO FUTURE NEED
• Our Strategic Thinking Process is
– a WORKING MODEL that functions as an engine for ongoing
transformation and growth of the company
– To involve not only top management but all key players in this
process
• It comprises of :
– Definition of the Strategy
– Formulation of Strategy
– Migration of Strategy
– Implementation of Strategy
‫ﻗﻴﻤﺔ‬ ‫ﺻﻴﺎﻏﺔ‬ ‫ﺗﻌﺮﻳﻒ‬
‫ﻣﻀﺎﻓﺔ‬
‫ﺗﻌﺪﻳﻞ‬
The Strategic Management Process
Scan Identify
External Strategic
Environment Factors
• National • Opportunity
• Global • Threats
Implement
Define Formulate Strategy via

Evaluate Current •Mission Changes in
Strategy
• Mission SWOT • Goal • Leadership/Culture
• Corporate
• Goal • Strategy • Human resources
• Business
• Strategy • Information/Contro
• Functional
Scan Internal
Identify
Environment
Strategic
• Core
Competence
Factors
• Strengths
• Synergy
• Weaknesses
•Value Creation
BSC
27 ‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ اﻟﻄﺮﻳﻘﺔ اﻟﺘﻲ ﻳﺘﻢ ﺑﻬﺎ ﺗﻄﺒﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
SAMIR HANAFY, P.ENG
Strategic Planning ‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
i ng
ann
Pl ing
gic nn
te la
a G
N ic P
t r I Long Term
S N e g
nal L AN rat
i tio C
P St
rad E GI s ed
T A T B a
T R n - Intermediate
S o
isi
V
e
tur
Fu Short Term
Strategy Formulation Starting Point

To Create a Vision Change your Frame of Reference
Vision A mental picture of what the organization should look

like and how it will feel in the future
Mission Statement
A formal statement describing the organization’s
future direction , consistent with values , goals and
objectives of the stakeholders as a group
FROM TO
Today The future
Looking backward Looking Forward
Current circumstances Future success
Past success Future success
Create a Vision , Write Mission Statement

‫ﺗﺤﺪﻳﺎت اﻟﻘﻴﺎدة واﻟﻤﻨﺎﻓﺴﺔ اﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ اﻟﻨﻈﺎم اﻟﻬﺮﻣﻲ‬
‫ﻣﺎ ﻳﺘﻢ إﺧﻀﺎﻋﻪ ﻟﻠﻘﻴﺎس ﺑﺎﻟﻄﺮق اﻟﺴﻠﻴﻤﺔ ﻳﺘﻢ زﻳﺎدة اﺣﺘﻤﺎل أداؤﻩ ﺑﺎﻟﺠﻮدة واﻟﻄﺮﻳﻘﺔ اﻟﺴﻠﻴﻤﺔ‬
‫وذﻟﻚ ﺑﻐﺮس ﺑﺬور ﺛﻘﺎﻓﻴﺔ ﻻ ﺗﻘﺎوم اﻟﺘﻐﻴﻴﺮ ﻟﻘﻴﺎس وﺗﻘﻴﻴﻢ اﻻداء واﻟﻌﻤﻠﻴﺎت واﻟﺘﺼﺪي ﻟﻠﻤﺸﻜﻼت ﺑﻔﻜﺮ ﺟﺪﻳﺪ‬
‫اﻟﻘﻴﺎدة؟‬
‫ادارة وﻟﻴﺴﺖ ﻗﻴﺎدة‬
‫ﻋﺪم وﺿﻮح ﻟﻼوﻟﻮﻳﺎت‬
‫وﻗﻄﺎﻋﺎت وﺟﺰر‬
‫واﻟﻤﺴﺌﻮﻟﻴﺎت‬
‫ﻣﻨﻔﺼﻠﺔ‬
‫ﻋﺪم ﻓﻌﺎﻟﻴﺔ اﻻﺗﺼﺎﻻت‬

‫ﻗﻴﺎدات ﻟﻠﻘﻄﺎﻋﺎت ﻏﻴﺮ ﻓﻌﺎﻟﺔ‬
‫اﻟﺮأﺳﻴﺔ‬
‫ﻋﺪم اﻻﺗﺼﺎﻻت اﻻﻓﻘﻴﺔ اﻟﻔﺎﻋﻠﺔ ﺑﻴﻦ اﻟﺠﺰر اﻟﻤﻨﻔﺼﻠﺔ‬

‫وﻋﺪم اﻟﺘﻨﺴﻴﻖ ﻓﻲ ﺗﺴﻠﺴﻞ اﻻﺟﺮاءات‬
‫ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ ﻟﻠﺘﺼﺪي ﻟﻠﻤﺸﻜﻼت‬

Company Model Innovation from Functionally based
to Alignment based network ( out of the box to line)
Alliance Based Network
Capability based Network
Sales Process Dominated
Sales
Sales
Customer relationship
Product Development
Product Development
Product Development
Alliance Partners
Process Dissolved Processes are the business
by Capability
Process Driven
Process sensitive
Sales
Sales/Marketing
Functionally bound
Production
Sales/Marketing
Finance
Production
Product Development
Finance
Processes drive the business

Processes are acknowledged
But functions dominate
31 Function drive the business SAMIR HANAFY, P.ENG
THE NEW STRUCTURE
Process Owner C
U
Process Owner S
Processes T
Process Owner O
M
E
R
S
Centers of
Excellence
Coach Coach Coach Coach

Levels of Strategic Thinking
Corporate level – the umbrella statement

Division level
Strategic Business Unit (SBU) level
Departmental level
Project Team (PT) level
Personal level
Corporate
Division
SBU
Department/ PT
Personal Level

Strategic Thinking Process
Define Vision
Conduct
Develop Mission
SWOT Analysis
Determine Derive Goals
Define Core Key Issues & Internal
Shared Values
Ideology Challenges External
Analysis Identify
Define Business Conduct Critical Success
Philosophy PEST Analysis Factors
Identify Core Identify

Competencies Business Drivers
Identify Core BSC

Capabilities
Balanced Score Card

The Defining Strategy Keys
The two. at the base

represent the
“balanced score card”
of the firm.
VISION
They describe its
strategic framework
for action
SHARED
VALUES
Business
MISSION
Philosophy
Core competencies
Business Goals Balanced Score Card
Objectives (CSF’s)
Measures & Rewards
Kaplan’s Balanced Score Card
Translates vision, mission, shared values,

business philosophy & goals to reflect
How does the SBU look to its stakeholders?
Financial perspective
How do my customers see SBU?
Customer perspective
What must be the SBU excel at?
Internal business perspective
How can the SBU continue to improve and
create value?
Innovation & learning perspective

Kaplan’s Balanced Score Card
Key Objectives, Measures & Rewards – the
Foundations of Strategy
Customer
Perspective
Financial Internal
Creating
Business Business
Value
Perspective Perspective
Innovation
& Learning
Perspective

Balanced Score Card
FINANCIAL VIEW CUSTOMER VIEW
OBJECTIVES MEASURES OBJECTIVES MEASURES
INTERNAL BUSINESS VIEW INNOVATION & LEARNING VIEW

OBJECTIVES MEASURES OBJECTIVES MEASURES

Develop A Company Business Unit Strategy
Strategy Statements Statement of Company or Business unit
Direction
GOP----------------------------
Cost Reduction----------------
Customers
Shareholders Employees Define unique values that the Company

Promises to deliver to customers, shareholders
And employees.
Why someone would buy from us ,and work for
us and not another company.
Value Added
How to reach the Vision, target market segment

Mission And scope of Business; Needed Capabilities and
Competencies
Desired Future State, How the customer will view

Vision Company in the year 20XX
‫ﺷﻤﻮﻟﻴﺔ ﻗﻴﺎدة إدارة اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻷداء‬
‫اﻷداء‬ ‫اﻷهﺪاف اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻘﻴﻢ‬ ‫اﻟﺮﺳﺎﻟﺔ‬ ‫اﻟﺮؤﻳﺔ‬
‫‪ -1‬اهﻤﻴﺔ رﺑﻂ اﻷداء ﺑﺎﻷهﺪاف واﻷهﺪاف ﺑﺎﻟﺮﺳﺎﻟﺔ واﻟﺮﺳﺎﻟﺔ ﺑﺎﻟﺮؤﻳﺔ‪.‬‬
‫‪ -2‬إدارة اﻷداء ﺑﻄﺮﻳﻘﺔ ﻓﻌﺎﻟﺔ وﺷﻔﺎﻓﻴﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﻗﻴﺎس ﻣﻘﺎرن وﺑﺼﻔﺔ ﻣﺴﺘﻤﺮة ﺑﻴﻦ اﻟﻨﺎﺗﺞ‬
‫واﻟﻤﺴﺘﻬﺪف‪.‬‬
‫‪ -3‬اﺧﺘﻴﺎر ‪ /‬ﺗﺼﻤﻴﻢ اﻻﺟﺮاءات ذات اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻋﻠﻰ أﺳﺲ ﻋﻠﻤﻴﺔ وﻋﻤﻠﻴﺔ ﺗﺄﺧﺬ ﻓﻲ‬
‫اﻻﻋﺘﺒﺎر اﻧﺨﻔﺎض ﻓﻲ اﻟﺘﻜﻠﻔﺔ واﺧﺘﺼﺎر ﻟﻠﻮﻗﺖ ﻣﻊ اﻻﻟﺘﺰام ﺑﺎﻟﺠﻮدة‪.‬‬
‫‪ -4‬إﻋﻄﺎء أﻗﺼﻰ اﻻهﺘﻤﺎم ﻓﻲ اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ‪ ،‬ﻓﻲ اﺧﺘﻴﺎرهﻢ وﺗﺮﻓﻴﻌﻬﻢ وﺗﻐﻴﻴﺮ‬
‫أوﺿﺎﻋﻬﻢ وﺗﺪرﻳﺒﻬﻢ وﺗﻌﻮﻳﻀﻬﻢ ﻣﺎﻟﻴﺎ‪ ،‬ﺑﻨﺎ ًء ﻋﻠﻰ أداﺋﻬﻢ‪.‬‬
‫‪ -5‬ﻳﻤﺜﻞ اﺗﺨﺎذ اﻟﻘﺮار اﻟﻤﻨﺎﺳﺐ ﻓﻲ اﻗﺼﺮ وﻗﺖ ﻣﻤﻜﻦ وﺑﺎﻗﻞ ﺗﻜﻠﻔﺔ اﻟﻌﻤﻮد اﻟﻔﻘﺮي ﻟﺘﻤﻜﻦ أي‬
‫ﻣﺆﺳﺴﺔ ﻣﻦ ﺗﺤﻘﻴﻖ أهﺪاﻓﻬﺎ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻋﻤﻮﻣًﺎ ‪ ،‬ﻟﺬﻟﻚ ﻓﺈﻧﻪ ﻣﻦ اﻟﻀﺮوري دﻋﻢ اﺗﺨﺎذ اﻟﻘﺮار‬
‫داﺧﻠﻴًﺎ ‪ ،‬ﺑﺘﻮﻓﻴﺮ اﻟﻤﻌﻠﻮﻣﺎت اﻟﺠﻴﺪة وﺗﺴﻬﻴﻞ اﻻﺗﺼﺎﻻت اﻟﺪاﺧﻠﻴﺔ ﻟﻠﻌﺎﻣﻠﻴﻦ ﻓﻲ اﻟﻤﺆﺳﺴﺔ‪.‬‬
‫‪ -6‬إن وﺟﻮد اﻟﻘﻮاﻧﻴﻦ واﻷﻧﻈﻤﺔ اﻟﻨﺎﻓﺬة واﻟﻤﺠﺪدة ﺗﻠﻘﺎﺋﻴًﺎ ﻓﻰ أي ﻣﺆﺳﺴﺔ هﻮ اﻟﻀﺮورة ﺑﻌﻴﻨﻬﺎ‪،‬‬
‫ﻟﺬﻟﻚ ﻓﺈﻧﻪ ﻣﻦ أهﻢ ﻋﻮاﻣﻞ دﻋﻢ اﻟﻘﺮار ‪ ،‬إﺿﺎﻓﺔ إﻟﻰ إﻧﻪ ﺣﻔﻈًﺎ ﻟﺤﻘﻮق آﻞ اﻷﻃﺮاف‬
Develop Business Strategy Need
Customer Strategy
identify market
provide value that customers need
Finance Strategy Operating Strategy
low cost capital deliver value for customers

as needed that company can afford
People Strategy
Right people
right Skills & Competency
right jobs
Doing the right thing
for the right return

4 Phase- Winning Model Strategic Planning
FORMULATION OF STRATGIES
Vision
Mission External Offensive Defensive
Values Environment Strategy
• Who to attack?
Strategy
• Hide
• Where to attack? Trade Secrets
• When to attack? Strength&weaknesse
• What to attack? •Strengthen
A P Strategy Formulation • How to attack? Internal Structure

Human Resources
C D
Organization
Goals & Objectives
Competitor
Strategy Implementation
Evaluation
Leader
Teams Balanced
Change Scorecard
How to make Strategy Planning Happen
Strategy Should be Aligned with
• Basic Believes & Values
• Leadership & Management Styles
• Thinking Patterns
• Behaviors
• Myths,Symbols and Status Que
• Team Formation & Agenda Meetings
• Organizational Structure
• Process & Systems
• Appraisal Systems
• Reward System
• Information & Knowledge A P
• Education & Training
C D
• Goals Setting & Balanced Scorecards
• Customer Relation Management
Strategy Overview Goals and Plans...
Vision
Vision
Strategic mission
Strategic mission
statement
statement
Strategic
Strategic Goals
Goals // Plans
Plans
Senior
Senior Management
Management
Organization as
Organization as aa whole
whole
Tactical
Tactical Goals/ Plans
Goals/ Plans
Middle
Middle Management
Management
MajorDivision
Major Division and
and Functions
Functions
Operational
Operational Goals
Goals //Plans
Plans
Lower
Lower Management
Management
( Department &
( Department & Individuals
Individuals People
People
… to ensure that Strategy business objectives are

achieved
‫‪M-2 Day 1‬‬


‫‪Pg 80‬‬
‫‪M-5 Day 4‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬

‫‪Pg 102‬‬

‫اﻟﻤﺆﺛﺮات واﻟﻤﺴﺒﺒﺎت واﻟﻨﺘﺎﺋﺞ ﺗﺮاﺑﻂ وﺗﻨﺎﺳﻖ اﻻداء اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ‬ ‫ﻧﺘﻴﺠﺔ‬

‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬ ‫اﻟﻨﻤﻮ‬
‫اﻻﺳﺘﺜﻤﺎر‬
‫ﻣﺴﺒﺐ‬
‫وﻻء اﻟﻌﻤﻼء‬
‫وﻻء اﻟﻌﻤﻼء‬
‫ا ﻟﻌﻤﻼء‬
‫اﻟﺘﺴﻠﻴﻢ‬ ‫ﺗﺄﺛﻴﺮ‬
‫ﻓﻲ اﻟﻮﻗﺖ‬
‫ﻣﺴﺒﺐ‬
‫اﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬ ‫ﺟﻮدة‬ ‫وﻗﺖ‬ ‫ادارة اﻟﺘﻜﺎﻟﻴﻒ‬
‫ﻟﻠﺸﺮآﺔ‬ ‫اﻻﺟﺮاءات‬ ‫اﻻﺟﺮاءات‬
‫ﺗﺄﺛﻴﺮ‬
‫ﺗﻄﻮﻳﺮ اﻟﺘﺰام‬
‫اﻟﺘﻌﻠﻴﻢ واﻟﻨﻤﻮ‬ ‫ﻣﻬﺎرة وﻣﻘﺪرة‬ ‫ووﻻء‬
‫وﻣﻘﺪرة اﻟﺸﺮآﺔ‬ ‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﻣﺴﺒﺐ‬
The Science of measurement
Cause Effect
How often and how Linked
How is it impacting
Well is it used in To
The Business
The field
Leading Indicators Lagging Indicators
Skill, Knowledge Revenue,Margin

Effort Satisfaction
Activity Loyalty
Coaching Delegation Retention
Empowerment Repeat Business
Stronger Relations
CRM
Follow up Bottom line BSC

Surveys Tracking Performance
47 Comparison
Cause & Effect (‫رﺟﺎء ﺗﺮﺗﻴﺐ اﻟﺘﺎﻟﻲ ) ﺳﺒﺐ وﺗﺄﺛﻴﺮ‬
Strategy
‫اﺳﺘﻴﺮاﻳﺠﻴﺔ‬
Target
Indicators
‫ﻣﻌﺪﻻت اﻻداء‬
Measures
‫ﻣﻘﺎﻳﻴﺲ‬
Action
Plan
‫ﺧﻄﺔ ﻋﻤﻞ‬
Objectives
48 ‫اهﺪاف‬ SAMIR HANAFY, P.ENG
WHY Cause & Effect Matrix?
To build and create Cause and Effect (C&E) Matrix
To review the steps to create a C& E Matrix
To link C&E Matrix to Process Map and other tools
Y = F(X)
Output Input
Effect Cause
Symptoms Problem
Monitor Control
Dependent Independent
Control the X’s to achieve the Y
Objectives Measures Target Action

Strategy Plan
Indicators
‫ﺳﻠﺴﻠﻪ اﻟﺮﺑﺤﻴﺔ وﺧﺪﻣﻪ اﻟﻌﻤﻼء واﻟﻤﻨﺎﻓﺴﺔ‬
‫رﺑﺤﻴﻪ اﻟﻤﺆﺳﺴﻪ ‪6-‬‬

‫اﻟﻌﻤﻴﻞ اﻟﺪاﺧﻠﻲ اوﻻ‬
‫اﻻﺣﺘﻔﺎظ ﺑﺎﻟﻌﻤﻼء ‪5-‬‬
‫رﺿﻲ اﻟﻌﻤﻼء ‪4-‬‬

‫اﻟﻘﻴﻤﻪ اﻟﻤﻀﺎﻓﻪ ‪ /‬ﻣﺎ ﻳﺮﻳﺪﻩ اﻟﻌﻤﻴﻞ ‪ /‬ﺷﻜﺎوي اﻟﻌﻤﻼء‬
‫ﺗﺠﻤﻴﻊ اﻟﻤﻌﻠﻮﻣﺎت ‪ /‬اﻟﺠﻮدﻩ ‪ /‬اﻟﺴﻌﺮ ‪ /‬اﻟﻮﻗﺖ ‪ /‬اﺟﺮاءات‬
‫ﺟﻮدﻩ وﺧﺪﻣﻪ اﻟﻌﻤﻼء ‪3-‬‬ ‫اﻗﺼﺮ ﻃﺮﻳﻖ ﻟﻠﺮﺑﺤﻴﻪ‬

‫هﻰ ﺧﺪﻣﻪ اﻟﻌﻤﻼء‬
‫رﺿﻲ اﻟﻤﻮﻇﻔﻴﻦ ‪2-‬‬
‫‪THE SHORTEST‬‬
‫ﺑﺎﻟﻤﺆﺳﺴﻪ‬ ‫‪WAY TO PROFIT‬‬
‫اﻟﺠﻮدﻩ ‪1-‬‬
‫‪IS CUSTOMER‬‬
‫اﻟﺪاﺧﻠﻴﻪ‬
‫‪SATISFACTION‬‬
‫ﻟﻠﻤﺆﺳﺴﻪ‬
‫اﻻﺧﺘﻴﺎرﻟﻠﻌﻨﺼﺮ اﻟﺒﺸﺮي ‪ /‬اﻟﺘﺪرﻳﺐ ‪ /‬اﻟﺼﻼﺣﻴﺎت ‪ /‬اﻟﻘﻴﺎدﻩ ؟ اﻟﺜﻘﻪ‬
‫‪ The Service Profit Chain‬ﺳﻠﺴﻠﺔ ﺧﺪﻣﻪ اﻟﻌﻤﻼء واﻟﺮﺑﺤﻴﺔ‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت‬ ‫اﻟﺮﺑﺤﻴ ٍَﺔ‬

‫اﻟﺒﻘﺎء ﻟﻠﻌﻤﻼء‬
‫اﻋﺎدة اﻟﻄﻠﺐ‬
‫اﻟﺘﻮﺻﻴﺔ ﻟﻠﻌﻤﻼء اﻟﺠﺪد‬
‫‪,‬وﻻء اﻟﻌﻤﻴ َﻞ‬
‫اﺳﺘﻘﺼﺎء اراء اﻟﻌﻤﻼء‬
‫ﺗﺤﺴﻴﻦ اﻟﺨﺪﻣﺔ‬
‫رﺿﺎء اﻟﻌﻤﻼء‬ ‫ﻗﺎﻋﺪة اﻟﺒﻴﺎﻧﺎت‬
‫ﺣﻠﻮل ﻟﻠﻤﺸﺎآﻞ‬
‫ٍاﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻟﻠﻌﻤﻼء‪ -‬اﻟﻤﺆﺷﺮات‬
‫ﻦ وروح اﻟﻌﻤﻞ‬
‫ﺑﻘﺎء ووﻻء اﻟﻤﻮﻇﻔﻴ َ‬ ‫ﻦ‬
‫اﻧﺘﺎﺟﻴﺔ اﻟﻤﻮﻇﻔﻴ َ‬
‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬ ‫ﻣﻜﺎن اﻟﻌﻤﻞ‬

‫ﺗﻮزﻳﻊ اﻟﻤﺴﺌﻮﻟﻴﺎت‬
‫اﺧﺘﻴﺎر اﻟﻤﻮﻇﻔﻴﻦ وﺗﻄﻮﻳﺮهﻢ‬
‫اﻟﺤﻮاﻓﺰ واﻟﻤﺮﺗﺒﺎت‬
‫ﻲ‬
‫ٍ اﻟﺠﻮدة اﻟﺪاﺧﻠﻴﺔ‪ -‬اﻟﻌﻤﻴﻞ اﻟﺪاﺧﻠ َ‬ ‫اﻟﺘﻤﻜﻴﻦ ﻟﺨﺪﻣﺔ اﻟﻌﻤﻼء‬
Customer Value Proposition
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻠﻌﻤﻼء‬
Value = Actual + Perceived
Value = Product / Service attributes + Image + Relationship
Function Quality Price Time
Safety Return rate Value for $ Responsiveness

Delivery Convenience
Service Performance Innovative Meeting schedule Personal advisor
Cost reduction Quality of personal Cost reduction
Production Quality Brand Name Knowledge
Awareness Company Flexibility
Error rate Management Contractual
Staff Team spirit
Building Availability
Advertising
Market share

‫ﻗﻴﺎس اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ ﻓﻲ ﺟﻤﻴﻊ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫ﺗﺪرﻳﺐ وﺗﻄﻮﻳﺮ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫ﻓﻌﺎﻟﻴﺔ اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات واﻻﻧﺸﻄﺔ‬ ‫رﺿﺎء ووﻻء اﻟﻌﻤﻼء‬
‫ﻟﻼﺑﺪاع واﻟﺘﻌﻠﻴﻢ وادارﻩ اﻟﻤﻌﺮﻓﺔ‬ ‫واﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻌﻤﻼء ﻓﻲ اﻟﻘﻄﺎﻋﺎت‬ ‫اﻟﺮﺑﺤﻴﺔ‬
‫ﺗﺪرﻳﺐ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ‬ ‫ﻣﺨﺮﺟﺎت‬

‫واﻻﺟﺮاءات‬ ‫اﻧﺸﻄﺔ‬ ‫اﻧﺸﻄﺔ‬ ‫اﻧﺸﻄﺔ‬
‫اﻟﻤﻌﻠﻮﻣﺎت‬
‫وادارة اﻟﻤﻌﺮﻓﺔ‬
‫ﻗﻴﺎس‬ ‫ﻗﻴﺎس‬ ‫ﻗﻴﺎس‬

‫ﻣﺪﺧﻼت اﻟﻌﻤﻠﻴﺎت‬ ‫اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ‬ ‫ﻣﺨﺮﺟﺎت اﻟﻌﻤﻠﻴﺎت‬
‫ﻗﻴﺎس إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪53‬‬ ‫اﻻداء واﻟﻤﺆﺷﺮات اﻟﻤﺘﺰن‬ ‫‪SAMIR HANAFY, P.ENG‬‬
(EQA) European Quality Award
EFQM Model for Business Excellence
EFQM =European Foundation for Quality Management
Management People
90 points 9 % satisfaction
90 points 9 %
Process Business
Leadership Policy/Strategy Customer Results
140 points
100 points 80 points 8 % satisfaction 150 points
14%
10 % 200 points 20% 15%
Resources Impact on
90 points 9 % Society
60 points 6 %
Enablers 500 points (50 %) Results 500 points (50 %)

TQM AWARD MALCOLM BALDRIGE 7 POINTS
System
5- Management of
Driver Process Quality(140)
6- Quality Business
Results(180)
4-Human Resources
development &
1-Senior Executive
Management(150)
Leadership (95)* 7-Customer focus
&
3-Strategic Quality Satisfaction(300)
Planning (60)
2-Information
& analysis(75)
* 1994 Balgdrige Criteria – National Institute of Standards

55 & Technology, total 1000 points SAMIR HANAFY, P.ENG
Baldrige Guidelines (Customer Focus & Satisfaction)
300 POINTS
1-Customer Expectation
Current & Future(35 PTS)
How Company interact
& relate to customers
And use information How Commitments
Gained from customers are Evaluated
To Improve CRM process & Improved
responsiveness
2-Customer Relationship 3-Commitment to
Management (65 PTS) Customer (15 PTS)
4- Customer Satisfaction Determination (30 PTS)

5- Customer Satisfaction Results (85 PTS)
6- Customer Satisfaction Comparison (70 PTS)
Customer Focus & Satisfaction (300 PTS)

1- Customer Expectation Current & Future (35 PTS) Each of the Six Items will be classified
2-Customer Relationship Management (65 PTS) In Three dimensions
3-Commitment to Customer (15 PTS) A- Approach
4- Customer Satisfaction Determination (30 PTS) D- Deployment
5- Customer Satisfaction Results (85 PTS) R- Results
6- Customer Satisfaction Comparisons (70 PTS) SAMIR HANAFY, P.ENG
2-1Manage 2-2Manage 2-3Manage
Operations Customers Innovation ROIC
Effect
2-Internal Process Perspectives Cause & Effect
Effect
Causes Alignment
Teamwork
1-3 Company Organizational Capital Culture
Leadership
Causes CRM
1-2 Company Information Capital IT
Skill
1-1 Company Human Capital Knowledge
1-Learning & Growth Perspectives Cause & Effect Values

‫اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت اﻟﺪاﺧﻠﻴﺔ واﻟﻌﻼﻗﺎت وﻓﺎﻋﻠﻴﺘﻬﺎ‬
‫‪Internal Business Process Value Chain Perspective‬‬
‫اﻻﺑﺪاع‬ ‫اﻟﺘﺸﻐﻴﻞ‬
‫ﺗﺤﺪﻳﺪ‬ ‫ارﺿﺎء‬
‫اﺣﺘﻴﺎج‬ ‫اﻟﺘﻄﻮﻳﺮ اﻟﺘﺼﻤﻴﻢ‬ ‫اﻟﺘﺼﻨﻴﻊ‬ ‫اﻟﺘﺴﻮﻳﻖ‬ ‫اﻟﺨﺪﻣﺔ‬ ‫اﺣﺘﻴﺎج‬
‫اﻟﻌﻤﻴﻞ‬ ‫اﻟﻌﻤﻴﻞ‬
‫اﺟﺮاءات اﻟﺸﺮآﺔ‬
‫اﺟﺮاءات وﻋﻤﻠﻴﺎت‬ ‫اﺟﺮاءات وﻋﻤﻠﻴﺎت اﻟﺘﺸﻐﻴﻞ‬
‫اﻻﺑﺪاع‬
‫اﺟﺮاءات اﻟﺒﺤﻮث واﻟﺘﺼﻤﻴﻢ‬ ‫•‬ ‫•اﺟﺮاءات اﻟﺘﺼﻨﻴﻊ‬
‫•اﺟﺮاءات اﻟﺘﻄﻮﻳﺮ ﻟﻠﻤﻨﺘﺞ‬ ‫•اﺟﺮاءات اﻟﺘﺴﻮﻳﻖ‬
‫•اﺟﺮاءات ﺧﺪﻣﺔ ﻣﺎ ﺑﻌﺪ اﻟﺒﻴﻊ‬
‫دآﺘﻮر دﻳﻤﻨﺞ‬ ‫‪ %94‬ﻣﻦ ﻣﺸﺎآﻞ اﻟﺸﺮآﺎت ﺗﻜﻤﻦ ﻓﻲ اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
Balanced Scorecard – Concept for efficient
Measurements - Cause & Effect Correlation
Less operating Expenses
More Return On Capital
+ ROCI - + Invested
Financial GOP Operation

Expenses
+
CUSTOMER
Customer
Customer Satisfaction + -
HR
PROCESS
Internal Rework
Business Process + (Quality)
- +
Learning & Employee + Employee
Growth Morale Suggestions

The Three Key Elements of Quality in a Company
Customer + Process + HR $$$$
The 3 Key Elements of Quality

9 Customer
9 HR
9 Process CUSTOMER
Concept of Quality
9 Process measure Efficiency (Y)
9CTQ
Attribute most important to customer
9 Defects PROCESS HR
What customer sees and feels Measure
9Stability Efficiency
Predictable(Y) what customer
sees and feels (produce consistent results) Y Process = ƒ (X)
outcome
Our HR, should look at our Processes from Customer Prospective
from the outside –in (Attributes that influence Customer perception)
Attribute: performance, reliability, Price, on time delivery, transaction, service,…..
Human Brain 10,000,000,000 cells work at rate 10000 bits/s
Conscious & Subconscious Level
The Power of subconscious level in achieving goals (SMART)
“If we think we can, or think we can’t ….. we’re right”
We always have attitudes toward what we can do or can’t do.
Whatever you picture will happen, has a strong potentiality of happening.
Receive Response
LH Brain RH Brain
Information Process
Information
ability
IQ EI Concept Sensitive Organize Compare Solution

Logic Emotion
Practical feeling Thoughts Thoughts Thoughts Thoughts
Analytical Intuition
Creative
Objective Thinking Artistic Subconscious
Science Subjective Process
Detail Imagination
task oriented Flexible Creative Body Action Behavior
Judgment Visionary Ideas Language
We only use 10% of our brain consciously,90% of our

brain works subconsciously.
No Guessing- How we will Measure Success
Visible Leadership
LEADERSHIP
Empowerment Competence
Invisible Leadership
Rewards Marketplace
Mission
SERVICE Communication
Performance
Trust VISION
STRATEGY
MANAGEMENT
System
Structure
Control CHARACTER
TEAMWORK
No Guessing- Communicating Do you Know what I mean?
Mind Set Attitude Perception Behaviors

‫اﻟﻤﺴﺘﻮي‬ ‫اﻻﺗﺠﺎﻩ‬ ‫اﻻدراك‬ ‫اﻟﺴﻠﻮآﻴﺎت‬
‫اﻟﻔﻜﺮي‬
62 ‫اﻟﺬهﻨﻲ‬ ‫اﻟﺤﺴﻲ‬ ‫واﻟﺘﺼﺮﻓﺎت‬
SAMIR HANAFY, P.ENG
Management Competency Profile Model
The job- specific Knowledge The job- specific Skills

Required to perform the role Required to perform the role
effectively effectively
- Industry Knowledge - Negotiation Skills
- Subject Matter Expert - Relationship Mgt Skills
- Customer Knowledge - Project Mgt Skills
- Product Knowledge Knowledge Skill - Change Mgt Skills
- Company Knowledge - Business Skills
Values/ Attitude
The general Values and - Result Oriented

Behaviors Required to - Team Player
Perform the role Effectively - Customer Partnerships
1-Identifies the job family that determine Strategic success (periodicity,quality)

2-HR defines the requirement of these jobs (Job profiling / Competency profiling)
3-Competency profiling will be reference point for recruiting, hiring,training& Development

Self Awareness & Perceptual Accuracy ‫اﻟﻮﻋﻲ ﺑﺎﻟﺬات واﻻدراك اﻟﺼﺤﻴﺢ‬
Performance Appraisal and it’s Effect in Leadership Maturity
Cause Effect
Performance Appraisal Leadership Maturity
Self
100 % Awareness 100 %
Distorted
Reality
Perception ‫اﻟﻮاﻗﻊ‬
Perception ‫اﻻدراك‬
Awareness of my feeling
Leadership Maturity & Self-Awareness
Awareness of my feelings about myself plays a major role in the

accuracy of my Perception ‫اﻟﻮﻋﻲ ﺑﺎﻻﺣﺎﺳﻴﺲ واﻟﻤﺸﺎﻋﺮ اﻟﺬاﺗﻴﺔ ﺗﻠﻌﺐ دورا آﺒﻴﺮا ﻓﻲ اﻻدراك اﻟﺼﺤﻴﺢ ﻟﻠﺬات‬
‫آﻴﻔﻴﺔ اﻟﺘﻮﺻﻞ اﻟﻲ ﻣﻴﺰة ﺗﻨﺎﻓﺴﻴﺔ هﺎﺋﻠﺔ ﺑﺎﺳﺘﺨﺪام ﻃﺎﻗﺎت اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﺣﻴﻨﻤﺎ ﺑﺪﺋﻨﺎ ﺗﻌﺪﻳﻼت هﻴﻜﻠﻴﺔ ﺟﺬرﻳﺔ داﺧﻞ اﻟﺸﺮآﺔ ﻗﺪ ﺗﻢ اآﺘﺸﺎف هﺎﺋﻞ‪.‬‬
‫ﺗﻢ اﻟﺘﺨﻠﺺ ﻣﻦ اﻟﺒﻴﺮوﻗﺮاﻃﻴﺔ واﻟﺘﺨﻠﺺ ﻣﻦ اﻟﻄﺒﻘﺎت اﻻدارﻳﺔ اﻟﻜﺜﻴﺮة ﻗﺪ وﺟﺪﻧﺎ‬
‫ﺑﻄﺮﻳﻘﺔ ﺳﻬﻠﺔ ﺿﺮورة ﺗﺤﺮﻳﺮ ﻋﻘﻮل ﻣﻮاردﻧﺎ اﻟﺒﺸﺮﻳﺔ وآﺎن واﺟﺐ ﻋﻠﻴﻨﺎ ان‬
‫ﻧﺜﻖ ﺑﻬﻢ واﻟﺘﻮﻗﻒ ﻋﻦ ادارﺗﻬﻢ واﻟﺘﺪﺧﻞ ﻓﻲ آﻞ ﻗﺮاراﺗﻬﻢ وﺗﺤﺮآﺎﺗﻬﻢ وﺣﻴﻨﻤﺎ‬
‫ﻓﻌﻠﻨﺎ ذﻟﻚ وﺟﺪﻧﺎ ان ﻣﻮاردﻧﺎ اﻟﺒﺸﺮﻳﺔ اﺑﺪﻋﺖ وﺣﺴﻨﺖ وﻃﻮرت واﺻﺒﺤﺖ‬
‫ﻣﻨﺘﺠﺔ وﻓﻌﺎﻟﺔ ﻗﺪ اآﺘﺸﻔﻨﺎ ان اﻟﻌﻨﺼﺮ اﻟﺒﺸﺮي هﻮ اﺳﺎس اﻻﺑﺪاع واﻻﻧﺘﺎﺟﻴﺔ‬
‫وهﻮ اﺳﺎس ﻣﺴﺘﻘﺒﻞ ﺷﺮآﺘﻨﺎ اﻟﻴﺪ ﺳﻴﺠﻨﺎل‬
‫ﻻري ﺑﻮﺳﻴﺪي‬
‫اهﻢ ﺛﻼﺛﺔ ﻣﺆﺷﺮات ﺗﺤﺘﺎﺟﻬﺎ اﻟﺸﺮآﺎت ﻟﻠﻘﻴﺎس هﻲ رﺿﻲ اﻟﻤﻮﻇﻔﻴﻦ ورﺿﺎء اﻟﻌﻤﻼء‬
‫ووﻻﺋﻬﻢ وذﻟﻚ ﻳﺆﺛﺮ ﻓﻲ اﻟﺘﺪﻓﻖ اﻟﻤﺎﻟﻲ واﻟﺮﺑﺤﻴﺔ واﻟﺒﻘﺎء‬
‫ﺟﺎك ووﻟﺶ ﺟﻨﺮال اﻟﻴﻜﺘﺮﻳﻚ‬
‫آﻢ ﻋﺪد اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ ﻓﻲ اﻟﺸﺮآﺔ ؟ هﻞ ﻳﺘﻢ ﻗﻴﺎﺳﻬﺎ وﺗﺤﺴﻴﻨﻬﺎ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻟﺘﻤﻴﺰ‬
‫اﻟﺘﻨﻈﻴﻤﻲ واﻟﺘﺸﻐﻴﻠﻲ وذﻟﻚ ﺑﺎﺧﺘﺮاق اﻟﺤﻮاﺟﺰ ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ وﻣﻦ اﻟﻤﺴﺌﻮل ﻋﻦ هﺬﻩ اﻟﻌﻤﻠﻴﺎت‬
‫وهﻞ ﻳﻮﺟﺪ ﻓﺮﻳﻖ ﻋﻤﻞ ﻳﺤﻠﻞ اﺣﺼﺎﺋﻴﺎ وﻳﺠﻤﻊ اﻟﻤﻌﻠﻮﻣﺎت وﻳﺘﺤﻜﻢ ﻓﻲ ﻓﻌﺎﻟﻴﺔ هﺬﻩ اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
‫واﻟﻤﻬﺎم؟‬
‫ﺳﻤﻴﺮ ﺣﻨﻔﻲ‬
‫ﺗﺪرﻳﺐ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻟﻠﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ودﻋﻢ اﺗﺨﺎذ اﻟﻘﺮار‬
‫اﻟﺘﺪرﻳﺐ اﻹﺳﺘﺮاﺗﻴﺠﻰ‬
‫ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﻗﻴﺎس‬
‫اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ‬ ‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ‬ ‫اﺳﺘﻐﻼل ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‬
‫واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬ ‫اﻟﻌﻤﻼء واﻻﺳﻮاق‬ ‫وادوات اﻟﺠﻮدة‬
‫ادارة اﻟﻤﻌﺮﻓﺔ ﻟﻼﺑﺪاع واﻻﺑﺘﻜﺎر‬

‫اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻌﻤﻠﻴﺎت اﻻﺣﺼﺎﺋﻴﺔ‬ ‫اﺳﺘﺨﺪام ﻧﺘﺎﺋﺞ اﻟﺘﺤﻠﻴﻞ‬ ‫ﺗﺤﻠﻴﻞ ﺛﻐﺮات اﻟﺠﻮدة‬
‫ﺗﺤﺪﻳﺪ ﻣﺴﺒﺒﺎت اﻟﻤﺸﻜﻼت‬ ‫اﻟﺨﻴﺎرات اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ*‬ ‫اﻟﺘﺸﺨﻴﺺ‬
‫ادارة اﻟﻤﻘﺎﻳﻴﺲ اﻟﻤﺘﺰﻧﺔ واﻟﻬﺎﻣﺔ ﻓﻘﻂ‬ ‫وﺿﻊ ﺧﻄﻂ ﺗﻜﺘﻴﻜﻴﺔ‬ ‫ﻣﻔﺎﺿﻠﺔ ﺗﺠﻤﻴﻊ اﻟﺒﻴﺎﻧﺎت‬
‫ﺗﺪﻓﻖ ﺑﻴﺎﻧﻲ ﻟﻠﻌﻤﻠﻴﺎت ﻟﺴﻬﻮﻟﺔ اﻟﻘﻴﺎس‬ ‫ﺗﺤﺪﻳﺪ ﻧﺘﺎﺋﺞ اﻟﺘﺤﻠﻴﻞ‬
‫ﺗﺼﻮر اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫اﻟﻤﻔﺎﺿﻠﺔ اﻟﺪاﺧﻠﻴﺔ واﻟﺤﻠﻮل واﻟﺘﺤﺴﻴﻦ‬ ‫* اﻟﺨﻴﺎرات اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺗﻌﻄﻲ اﺷﺎرات‬
‫واﺿﺤﺔ ﺑﺸﺎن اﻟﺘﻬﺪﻳﺪات واﻟﻔﺮص ﻣﻦ ﺣﻴﺚ‬
‫‪66‬‬ ‫ﻇﺮوف اﻟﺴﻮق وآﻴﻔﻴﺔ اﻟﺘﺎﺛﻴﺮ ﻋﻠﻴﻬﺎ واﺳﺘﻐﻼﻟﻬﺎ‬ ‫‪SAMIR HANAFY, P.ENG‬‬
‫أهﺪاف وﻣﺰاﻳﺎ ﺗﻘﻴﻴﻢ اﻻداء اﻟﻮﻇﻴﻔﻲ واﻻﺳﺘﻴﺮاﺗﻴﺠﻲ ﻓﻲ اﻟﺸﺮآﺎت‬
‫اﻟﻤﻨﺎﻓﺴﺔ واﻟﺘﺤﺪي واﻻﺳﺘﻤﺮارﻳﺔ ﻓﻲ اﻟﻤﺴﺘﻘﺒﻞ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬ ‫•‬

‫اﻟﺘﻤﻴﺰ ﻓﻲ ﻋﺎﻟﻢ وﻋﺼﺮ اﻟﻤﻌﻠﻮﻣﺎت ورﺑﻂ اﻟﻤﻨﺘﺞ ﺑﺎﻟﺨﺪﻣﺔواﻟﻌﻤﻴﻞ واﻟﻤﻮرد ﺑﺎﻻﺟﺮاءات‬ ‫•‬
‫ﺧﻠﻖ ﻣﻨﻈﻤﺎت اﻟﺘﻌﻠﻴﻢ اﻟﻤﺴﺘﻤﺮ واﻟﺘﻤﻜﻴﻦ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻻﺑﺪاع‬ ‫•‬
‫اﻻهﺘﻤﺎم ﺑﺎﻟﻌﻤﻴﻞ واﻟﻤﻮردﻳﻦ واﻟﺮﺑﻂ ﺑﻴﻨﻬﻢ‬ ‫•‬
‫رﺑﻂ وﺗﻮﺣﻴﺪ اﻻهﺪاف اﻟﺸﺨﺼﻴﺔ واهﺪاف اﻻﻗﺴﺎم ﺑﺎﻻهﺪاف اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻟﻠﺸﺮآﺔ‬ ‫•‬
‫اﻟﺘﺰام ﺟﻤﻴﻊ اﻟﻤﻮﻇﻔﻴﻦ ﺑﺘﻄﺒﻴﻖ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ وﻓﻬﻤﻬﺎ‬ ‫•‬
‫ﻋﻼﻗﺔ اﻻهﺪاف اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﺑﺎﻻهﺪاف اﻟﺒﻌﻴﺪة اﻟﻤﺪي واﻟﻤﻴﺰاﻧﻴﺔ اﻟﺴﻨﻮﻳﺔ‬ ‫•‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ ﺗﻄﺒﻴﻖ واﻟﺘﺎآﺪ ﻣﻦ ﻓﻬﻢ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻟﺠﻤﻴﻊ اﻻﻗﺴﺎم‬ ‫•‬
‫ﻣﺮاﺟﻌﺔ ﻓﻌﺎﻟﻴﺔ ﺗﻄﺒﻴﻖ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف‬ ‫•‬
‫ﺗﻘﻴﻴﻢ وﻣﻌﺮﻓﺔ آﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺎت ﻟﻠﻔﻌﺎﻟﻴﺔ‬ ‫•‬

Measuring Intangible HR (Opportunity)
Hiring Cost?
• Agencies
Less Productivity?
• Company Time
• Lower % of experienced workers
Opportunity Cost? • Less flexibility in job switching
• If cost down
• Productivity up
Higher error rate?
How you use
Resulting rewards?
High Less customer satisfaction?
Reputation Down?
• Can’t keep people. Turnover • I’m always dealing
with someone different
• Harder to hire with
Bad reputation for
Higher cost of
Retaining people?
temporary help?
More non value Training Cost?

added paperwork? • Time for new people
• It costs to move • Time of the trainers
people in and out the • Loss of production
More accident?
Company
‫هﻞ ﻳﻤﻜﻦ ﺗﺮﺟﻤﺔ ﻣﻌﺪل دوران اﺳﺘﻘﺎﻟﺔ اﻟﻤﻮﻇﻔﻴﻦ ﻟﻌﺪم اﻟﺮﺿﻲ اﻟﻮﻇﻴﻔﻲ اﻟﻲ ﻣﻮارد ﻣﺎﻟﻴﺔ؟‬
‫‪M-2 Day 1‬‬


‫‪Pg 80‬‬
‫‪M-5 Day 4‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬

‫‪Pg 102‬‬

‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﺮآﺰة ﻟﻠﺸﺮآﺎت ‪Strategy Focused Organization‬‬
‫‪ -1‬ﺗﺮﺟﻤﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻲ اهﺪاف ﻋﻤﻠﻴﺔ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎس‬
‫‪ -2‬ﺗﻮﺟﻴﻪ اﻟﺠﻬﻮد ﻟﻼﻗﺴﺎم اﻟﻤﺨﺘﻠﻔﺔ واﻟﺘﺮآﻴﺰ ﻋﻠﻲ اهﺪاف ﻣﺸﺘﺮآﺔ‬
‫‪-3‬ﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻌﻤﻞ اﻟﻴﻮﻣﻲ ﻟﺠﻤﻴﻊ اﻻﻗﺴﺎم واﻟﻤﻮﻇﻔﻴﻦ وﺗﻮﺿﻴﺢ اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻟﺴﺒﺐ واﻟﻤﺴﺒﺐ‬
‫‪ -4‬اﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ آﺎﺟﺮاء وﻋﻤﻠﻴﺔ ﻣﺘﻜﺎﻣﻠﺔ واﻣﻜﺎﻧﻴﺔ اﻟﻘﻴﺎس ﻟﻠﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻠﻤﺆﺷﺮات‬
‫‪ -5‬اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﺘﻐﻴﻴﺮ ﻟﻠﻤﻔﺎهﻴﻢ اﻻدارﻳﺔ واﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ ‪Change Management‬‬
‫اﻟﻤﺸﺘﺮوات‬
‫اﻻﻧﺘﺎج‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﻤﺒﻴﻌﺎت واﻟﺘﺴﻮﻳﻖ‬
‫‪---------------‬‬
‫‪Breakthrough Result‬‬ ‫‪= Describe the Strategy + Manage Strategy‬‬
‫)‪(1ST component‬‬ ‫)‪=(MAP- 2ND component) +(BSC-3RD component‬‬
‫)‪You can’t Manage (3) what you can’t measure (2‬‬
‫)‪You can’t Measure what you can’t describe (1‬‬
‫!!!!!!!!!!!!‪You don’t Value what you don’t measure‬‬
‫=‬ ‫‪+‬‬
‫‪Breakthrough Result Strategy Map BSC+Strategy Focused Organization‬‬
‫اﻟﻤﻨﻈﻤﺎت اﻟﺘﻲ ﺗﺮآﺰ ﻋﻠﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ‪ -‬ﺗﻤﻜﻦ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ اﻟﺸﺮآﺔ ﻣﻦ ﺗﻮﺻﻴﻞ اهﺪاف اﻟﻘﻴﺎدات اﻟﻌﻠﻴﺎ‬

‫اﻟﻲ ﺟﻤﻴﻊ ﻣﻮﻇﻔﻲ اﻟﺸﺮآﺔ وﻓﻬﻤﻬﺎ واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ ﻣﻦ آﻞ اﻟﻘﻄﺎﻋﺎت ﻟﺘﺤﻘﻴﻘﻬﺎ‬
‫اﻟﺘﺮآﻴﺰ‪ -‬ﺗﻜﻮن اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ اﻟﺒﻮﺻﻠﺔ ﻟﺠﻤﻴﻊ ﻣﻮارد واﻧﺸﻄﺔ اﻟﺸﺮآﺔ‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت واﻟﺒﻌﺪ ﻋﻦ اﻟﺠﺰر اﻟﻤﻨﻔﺼﻠﺔ واﻟﻌﻤﻞ اﻟﻔﺮدي‬
‫ﻟﻠﻘﻄﺎﻋﺎت‬
‫اﻟﻤﻨﻈﻤﺔ ‪ -‬اﻻﺳﺘﻔﺎدة ﻣﻦ ﻃﺎﻗﺎت اﻟﻤﻮﻇﻔﻴﻦ ﺑﻄﺮﻳﻘﻪ ﻣﺨﺘﻠﻔﺔ وﻣﻨﻄﻘﻴﺔ ﻟﺘﺤﻔﻴﺰهﻢ‬
‫ﻟﻠﺘﻮﺻﻞ ﻣﻌﺎ اﻟﻲ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻟﺠﻤﻴﻊ اﻟﻘﻄﺎﻋﺎت ﺑﺎﻟﺸﺮآﺔ واﻻﺳﺘﻔﺎدة ﻣﻦ‬
‫اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة‬
‫اﻟﺘﺮآﻴﺰ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻋﻠﻲ اﻻهﺪاف‬
‫اﻟﻤﺘﺰﻧﻪ‬

‫‪What is a Balanced Scorecard‬‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪-‬‬

‫اﻻﺳﺒﺎب واﻟﻤﺴﺒﺒﺎت واﻟﻨﺘﺎﺋﺞ‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﺤﺴﻮﺳﺔ وﻏﻴﺮ‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻲ‬
‫اﻟﻤﺤﺴﻮﺳﺔ ﻓﻲ اﻟﻤﻮارد داﺧﻞ‬
‫اﻟﻘﻴﻤﺔ واﻟﺘﺮآﻴﺰ ﻋﻠﻲ ﻟﻠﻌﻤﻼء‬ ‫اﻟﺸﺮآﺔ واﻟﺘﻲ ﺗﻬﻢ اﻟﻌﻤﻼء‪:-‬‬
‫اﻟﺘﻤﻴﺰ ﻓﻲ اﻻﺟﺮاءات اﻟﺪاﺧﻠﻴﺔ وآﻔﺎءﺗﻬﺎ‬
‫‪-‬ﺗﻄﻮﻳﺮ وﺗﻌﻠﻴﻢ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﺗﻄﻮﻳﺮ وﻧﻤﻮ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫‪-‬اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫‪-‬اﻟﻌﻤﻼء‬
‫‪-‬اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر‬
‫‪-‬اﻟﻨﻤﻮ واﻟﺘﻮﺳﻊ‬
‫اﻟﺨﺮﻳﻄﺔ ﻟﻠﻤﺴﺘﻘﺒﻞ‬
‫ﻟﻠﺘﻜﻴﻒ ﻣﻊ اﻟﺘﻐﻴﻴﺮات اﻟﺴﺮﻳﻌﺔ‬
‫واﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻔﺮص واﻟﺘﻬﺪﻳﺪ‬
‫وﻳﺘﻢ ﻓﻴﻬﺎ اﻟﺘﺮآﻴﺰ ﻋﻠﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ‬

‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻟﺮؤﻳﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬

‫اﻟﺘﻨﺴﻴﻖ واﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﻮارد واﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ﻗﻴﺎدات اﻟﺸﺮآﺔ‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫اﺳﺘﺜﻤﺎرات اﻟﺸﺮآﺔ‬

‫اﻟﻤﻌﻠﻮﻣﺎت‬ ‫اﻟﻤﺎﻟﻴﺔ‬

‫ﻣﺒﺪأ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻻهﺪاف واﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫ادارة اﻟﺘﻐﻴﻴﺮ ﻟﻠﻘﻴﺎدات اﻟﻌﻠﻴﺎ‬
‫اﻧﻈﻤﺔ اﻟﻘﻴﺎدة وإﺳﺘﺮاﺗﻴﺠﻴﺘﻬﺎ‬
‫•اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
‫• ﺗﻜﻮﻳﻦ ﻓﺮق اﻟﻌﻤﻞ‬ ‫ﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫• اﻻﺗﺼﺎل اﻟﻔﻌﺎل‬ ‫اﺟﺮاء ﻣﺴﺘﻤﺮ‬
‫رﺑﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻟﻤﻮازﻧﺔ‬
‫• ﺗﺤﻠﻴﻞ اﻟﻤﻌﻠﻮﻣﺎت‬
‫ﺗﺮﺟﻤﻪ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫• اﻟﺘﻌﻠﻴﻢ واﻟﺘﺪرﻳﺐ‬
‫اﻟﻲ ﺧﻄﻮات ﻋﻤﻠﻴﺔ‬
‫ﺧﻄﻪ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫• اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫• اﻟﻤﺮﺗﺒﺎت واﻟﺤﻮاﻓﺰ‬
‫ﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﺗﻮﺣﻴﺪ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬ ‫هﺪف ﻟﻜﻞ اﻟﻤﻮﻇﻔﻴﻦ ﺑﺎﻟﺸﺮآﺔ‬
‫ﻟﺘﺤﻘﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻮﻋﻲ ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻧﻈﺎم اﻟﺸﺮآﺔ‬ ‫• اهﺪاف ﻣﺘﺰﻧﺔ ﻟﻜﻞ ﻣﻮﻇﻒ‬
‫• اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ داﺧﻞ اﻟﻘﻄﺎع‬ ‫• اﺗﺰان ﻓﻲ اﻟﺤﻮاﻓﺰ‬
‫• اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة‬
‫اﻟﺨﺮﻳﻄﺔ ﻟﻠﻤﺴﺘﻘﺒﻞ ﻟﻠﺘﻜﻴﻒ ﻣﻊ اﻟﺘﻐﻴﻴﺮات اﻟﺴﺮﻳﻌﺔ واﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻔﺮص‬
‫‪74‬‬ ‫واﻟﺘﻬﺪﻳﺪ وﻳﺘﻢ ﻓﻴﻬﺎ اﻟﺘﺮآﻴﺰ ﻋﻠﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻟﺮؤﻳﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
Performance Centered Training – Changing Mindset
Trainee Centered Teaching (Trainee Focus)
Traditional Training ‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺘﺪرب‬
‫اﻟﻤﻬﺎرات‬
‫واﻟﻤﻌﺎرف‬
‫واﻻﺗﺠﺎهﺎت‬
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ‬ ‫اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬ ‫ﻣﺘﻄﻠﺒﺎت اﻟﻮﻇﻴﻔﻴﺔ‬ ‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ‬ ‫واﻟﺴﻠﻮآﻴﺎت‬
‫وﺳﺠﻞ اﻻداء اﻟﻤﺘﻮازن‬ ‫اهﺪاف اﻟﻘﻄﺎع‬
Company Department Processes Job Job Knowledge

Strategy Balanced & activities Output Responsibility Skill
& Scorecard Requirement Attitudes
Balanced
Scorecard
Performance Centered Training

Effective Training ‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻻداء واﻻهﺪاف‬
‫اﻟﻤﻬﺎرات‬
‫واﻟﻤﻌﺎرف‬
Company
Department Processes Job ‫واﻻﺗﺠﺎهﺎت‬
Strategy & Job ‫واﻟﺴﻠﻮآﻴﺎت‬
Balanced Balanced & activities Output
Scorecard Requirement Responsibility Knowledge
Scorecard
Skill
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ‬ ‫اهﺪاف اﻟﻘﻄﺎع‬ ‫اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬ ‫ﻣﺘﻄﻠﺒﺎت اﻟﻮﻇﻴﻔﻴﺔ‬ ‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ‬ Attitudes
‫وﺳﺠﻞ اﻻداء اﻟﻤﺘﻮازن‬
‫‪- Vital Few Initiatives- Quality Fitting together‬‬
‫اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻻﺷﻴﺎء اﻟﻘﻠﻴﻠﺔ اﻟﻔﺎﻋﻠﺔ ﻓﻲ ﻣﻔﻬﻮم اﻟﺠﻮدة‬
‫ادارة اﻻﺟﺮاءات‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻌﻤﻼء‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﺨﻄﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻻهﺪاف‬

‫اﻟﻤﺘﺰﻧﺔ‬
‫اﻻﺟﺮاءات‬
‫اﻻدارة‬
‫واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫اﻟﻌﻤﻼء‬ ‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﺘﻮﻗﻊ‬ ‫ﻣﺴﺎﻧﺪة اﻟﻤﻨﺘﺞ او اﻟﺨﺪﻣﺔ‬
‫واﻻﺣﺘﻴﺎﺟﺎت‬ ‫ﻟﻠﻌﻤﻼء‬

‫آﻴﻔﻴﺔ اﻟﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﺑﺎﻟﺸﺮآﺔ واﻟﺒﺪء ﻓﻲ اﻟﺘﻐﻴﻴﺮ‬
‫اﻟﺘﻘﻴﻴﻢ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻼداء وﺗﻘﻴﻴﻢ اﻻداء اﻟﻤﺘﺰن اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﺘﻘﻴﻴﻢ & اﻟﺘﺤﻜﻢ ‪ -‬اﻟﺘﻄﺒﻴﻖ ‪ -‬اﻟﺘﺨﻄﻴﻂ ‪ :‬اﻻﺟﺮاءات‬
‫‪• Vital few Initiatives‬‬ ‫‪Process: Plan - Implement - Monitor & Assess‬‬
‫‪• Process Management‬‬ ‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪• Voice of the Customer‬‬
‫‪• Balanced Scorecards‬‬
‫اﻟﺮﺑﺤﻴﺔ‬
‫‪• Strategic Planning‬‬ ‫ﺻﻮت اﻟﻌﻤﻴﻞ‬
‫ادارة وﻗﻴﺎس اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫ﺗﻄﻮﻳﺮ اﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻘ‬ ‫ﺘ‬ ‫ﻟ‬‫ا‬ ‫اﻟﺘﺤﺴﻴﻦ‬

‫ﻴ ﻴﻢ‬ ‫إ‬
‫ﻴﻂ‬
‫ﺮ‬‫ﺘ‬ ‫ﺳ‬
‫اﺗ ﻴ‬
‫ﺨﻄ‬
‫ﺠ‬ ‫اﻟﻤﺴﺘﻤﺮ‬
‫ﻴ‬
‫اﻟﺘ‬
‫‪Vital‬‬
‫ﻘ‬ ‫ﻟ‬ ‫ا‬ ‫ﺔ‬ ‫ﻟﻼﺟﺮاءات‬
‫‪Few‬‬
‫ة‬ ‫د‬‫ﺎ‬ ‫ﻴ‬ ‫اﻻﺳﺘﻤﺮارﻳﺔ‬
‫اﻟ‬
‫‪Initiatives‬‬
‫ﺘ‬ ‫ﻣﻘﺪرة ﺗﻄﻮﻳﺮ اﻟﻤﻨﻈﻤﺔ‬ ‫وﻗﻴﺎﺳﻬﺎ‬
‫ﻄﺒﻴ‬
‫ﺤﻜ ﻢ‬
‫ﻖ‬ ‫اﻟﻤﺒﺎدﺋﺔ ‪-‬‬ ‫اﻟﻤﺮوﻧﺔ ‪-‬‬

‫ا ﻟﺘ‬
‫آﻴﻔﻴﺔ ﻗﻴﺎس اﻟﻌﻤﻠﻴﺎت )اﻻﺟﺮاءات(‬

‫اﻟﻤﻮردﻳﻦ‬ ‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ‬ ‫اﻟﺠﻮدة‬
‫واﻻﻧﺸﻄﺔ‬
‫اﻟﻌﻤﻼء‬ ‫وﻻء اﻟﻌﻤﻼء =‬
‫اﻟﺘﻜﻠﻔﺔ‪X‬اﻟﻮﻗﺖ ْ‬
‫اﻟﻤﻘﺎﻳﻴﺲ‬
‫‪77‬‬ ‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬ ‫‪SAMIR HANAFY, P.ENG‬‬
- Please Arrange, Cause, Effect Leading, lagging,
Financial. Cause, Effect Leading , lagging

Cost Control -----------------------------------------------------------------------
ROIC -----------------------------------------------------------------------
Customer
Pricing & Competition -----------------------------------------------------------------------
New product/ new outlet -----------------------------------------------------------------------
Product range Development -----------------------------------------------------------------------
Internal Process
2005 Sales Forecast -----------------------------------------------------------------------
Production Process -----------------------------------------------------------------------
2005 Action Plan -----------------------------------------------------------------------
Media Plan -----------------------------------------------------------------------
Marketing Budget -----------------------------------------------------------------------
HR Learning and Growth
Employee satisfaction -----------------------------------------------------------------------
TO Ratio -----------------------------------------------------------------------
Training -----------------------------------------------------------------------
Objectives Measures Target Action

Strategy Plan
Indicators
Please rearrange the following departmental activities
(Internal Supplier & Internal Customer) until reaching to External Customer Box
1- Production Types of Customers

Who is your Internal Customer? • External
2-Sales The output of your activities • Internal
3- Marketing • Repeat customers
Where do you get the input of your
4- Finance Activities (Supplier)? • Secondary customer
5- Maintenance • Referred customer
6- HR All of us have suppliers & Customers. • Born again customer
(long time dispute)
7- Purchasing
• Prospecting
External
Customer
Did you ever ask your internal customer if he is satisfied ?

Please arrange the Strategic Plan for your section
Production, Sales, Marketing, Finance, Maintenance, HR,
Purchasing, …….
Financial Prospective
1----------------------------------------------------------------------
2 ----------------------------------------------------------------------
3 ----------------------------------------------------------------------
4 ----------------------------------------------------------------------
Customer Prospective
1----------------------------------------------------------------------
2 ----------------------------------------------------------------------
3 ----------------------------------------------------------------------
4 ----------------------------------------------------------------------
Internal Process Prospective
1----------------------------------------------------------------------
2 ----------------------------------------------------------------------
3 ----------------------------------------------------------------------
4 ----------------------------------------------------------------------
HR Learning and Growth Prospective
1----------------------------------------------------------------------
2 ----------------------------------------------------------------------
3 ----------------------------------------------------------------------
4 ----------------------------------------------------------------------

‫‪M-2 Day 1‬‬


‫‪Pg 80‬‬
‫‪M-5 Day 4‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬

‫‪Pg 102‬‬

The BSC Planning Phase
Step 1 Develop Objectives for BSC
Step 2 Determine the appropriate Organization Unit (BSC Pilot)
Step 3 Gain Executive Sponsorship
Step 4 Build your BSC Team
Step 5 Formulate your Project Plan
Step 6 Develop Communication Plan for BSC Project.
Tangible Intangible

The Developing Phase
Cascading Balanced Scorecards
Step 1
The organizational
Scorecards defines
Step 2
overall strategic
Each strategy develops
priorities and context
a long range plan and
Balanced scorecard
consistent with strategy
Step 3
Each Business units and Step 4
departments develop BSC Projects & Teams
to support internal Project and Team members members develop BSC
customers consistent with
company strategy

Using Balanced Scorecards to Find Background Information
Financial Customer
- Annual reports - Marketing Department

- Performance reports - Trade Magazines
- Analysis reports - Consulting Studies
- Trade Magazines - Project Plans
- Benchmarking reports - Strategic Plan
Mission, Values
- - Performance reports
Vision and Strategy
- Mission
- Values
- Vision statement
- Strategic Plan
- Organization Profile
Internal Process - Consulting Studies
Employee Learning
- Project Plans
And Growth
- Operational Reports - HR Data
- Manufacturing Reports - Trade Magazines
- Competitor Data - Core values
- Trade Magazines - Benchmarking reports
- Benchmarking reports - Consulting Studies -
- Consulting Studies
- Project Plans -

Cascading BSC Objectives into specific Team Objectives
Corporate Scorecard
Perspective Objective Measure Target
Customer Move Customer
beyond Loyalty 75 %
Customer
satisfaction
Customer Service CS/M Scorecard

Internal Move Redesign
Customer beyond Customer 5
Customer Processes
satisfaction & services
CS/M IT Scorecard
Internal Provide Service
Processes effective Support 500
desktop request
Support Completed
To CS/M
Linking Balanced Scorecards to Budgeting
‫اﻟﺮﺑﻂ ﺑﻴﻦ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ واﻟﻤﻴﺰاﻧﻴﺔ‬
Internal
Financial
Process
Perspective
Perspective
Mission,Values Objectives, Measures,
Vision & Strategy Employee & Targets
Customer Learning &
Perspective Growth
Perspective
Balanced Scorecards
Balanced Scorecards Drive Budgets Cascade balanced Scorecards
Operating & Capital

Budgets
Investment necessary to support the Business units and Departments develop

achievement of balanced Scorecards balanced Scorecards based on influencing
Targets across the organization High- level objectives
Drive the budget process
Linking Balanced Scorecard to Budgeting
Internal
Financial Process
Prospective perspective
Mission,Values Objective Measure

Vision & Strategy & Targets
Employee
Customer Learning &
Perspective Growth
perspective
Balanced scorecards drive budget Cascading Balanced Scorecards
Operating
and capital
Budget

Balanced Scorecard Framework- Strategy Focus
Achieve Vision
& Strategy
Objectives
Financial If we Succeed , How will we Measures To Achieve Our Vision, How much
Growth look Financially to Shareholders? Targets We should Sell & Produce?
Achieved
To Satisfy our Customers , Our shareholders Objectives

Customer Measures
Value Focus
What is our Value Proposition to the Customer ? Targets
Achieved
Internal Process To achieve our Vision ,What is our internal Process Must Objectives
Measures
Excellence Excel at ? and Procedures we have to continually Targets
improve To be competitive in the market? Achieved
Objectives
HR Learning To achieve our Vision ,How must our people Measures
& Growth Learn, Communicate,and work together Targets
or Improve? Achieved

Balanced Scorecards translates Mission,Values,Vision and
Strategy
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﺗﺘﺮﺟﻢ اﻟﻤﻬﻤﺔ واﻟﻘﻴﻢ واﻟﺮؤﻳﺔ واﻻﺳﺘﻴﺮاﺗﺠﻴﺎت اﻟﻲ ﺧﻄﻂ ﻋﻤﻞ‬
Mission Why we exist
Balanced Scorecard
Values Guiding principles
Vision Word pictures of the future
Strategy Differentiating activities
HR Competencies
Efficient Process
Customer Value Proposition
Leading to financial returns
Value creation through Strategy
‫ﺗﺨﻠﻴﻖ ﻗﻴﻤﺔ ﻣﻦ ﺧﻼل اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
Value Creation
Effect
‫اﻟﻨﻤﻮ‬ Growth Financial ‫ﺗﺄﺛﻴﺮ‬
Build
Customer ‫ﺳﺒﺐ‬ Cause
‫وﻻء اﻟﻌﻤﻼء‬ Loyalty Customer Effect
‫ﺗﺄﺛﻴﺮ‬
Manage
‫ادارة اﻟﺘﻜﺎﻟﻴﻒ‬ Cost ‫ﺳﺒﺐ‬ Cause
Internal
‫واﻟﺠﻮدة‬ Processes ‫ﺗﺄﺛﻴﺮ‬ Effect
Develop
‫ﺗﻄﻮﻳﺮ اﻟﺘﺰام‬ Employee
Commitment Learning
‫ووﻻء‬ & Growth ‫ﺳﺒﺐ‬ Cause
‫اﻟﻤﻮﻇﻔﻴﻦ‬
Value creation through Cause/Effect Linkage
Objectives Measures
Value Creation
Lag Measure Lead Measure
Build the Growth

Financial Business Revenue
Develop Hours Spent with Customers

Customer Customer
Customer
Loyalty Loyalty Solution offered to customers
Improve System downtime
Internal
Knowledge of Addition IT
Process
customers Solution Solution to ease system use
Employee Increase
Employee Training results
Learning Learning
& Growth Productivity
& Growth
PDP Goals completed
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻳﺘﻢ ﺗﻄﻮﻳﺮهﺎ ﻣﻦ اﻋﻠﻲ اﻟﻲ اﺳﻔﻞ وﻳﺘﻢ وﺿﻊ اﻟﻘﻴﺎﺳﺎت ﻣﻦ اﺳﻔﻞ اﻟﻲ اﻋﻠﻲ‬
‫ﺗﻮﺻﻴﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﺨﺎﺻﺔ ﺑﺎﻟﻤﺴﺘﻮﻳﺎت اﻟﻌﻠﻴﺎ ﻓﻲ ﺻﻮرة ﺗﺴﻠﺴﻞ هﺎﺑﻂ ﻣﺘﺘﺎﺑﻊ وﺻﻮﻻ اﻟﻲ اﻟﻤﻘﺎﻳﻴﺲ اﻟﺘﻨﻔﻴﺬﻳﺔ اﻟﺘﻲ ﺗﺪﻋﻢ‬
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺎت وﻏﺎﻳﺎت اﻟﻌﻤﻞ‬
‫ﻣﺜﺎل‬
‫اﻟﺘﻄﻮﻳﺮ‬
‫ﻣﻦ اﻋﻠﻲ‬ ‫رؤﻳﺔ ﻗﻄﺎع ﻣﺤﺪد ⇒‬
‫اﻟﻲ اﺳﻔﻞ‬
‫‪Vision‬‬
‫اﻟﺮؤﻳﺔ‬ ‫اﻟﻘﻴﺎﺳﺎت‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ ﻗﻄﺎﻋﺎت ﻣﻌﻴﻨﺔ ﻟﻠﻌﻤﻼء ⇒‬ ‫ﻣﻦ اﺳﻔﻞ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻟﻲ اﻋﻠﻲ‬
‫ﻣﺆﺷﺮات ﺧﺪﻣﺔ اﻟﻌﻤﻼء ⇒‬

‫هﺪف اﻻﺧﺘﻴﺎر‬
‫اﻟﻬﺪف اﻻﺳﺘﻴﺮاﺗﻴﺠﻰ ﻟﻠﻨﺠﺎح‬ ‫ﻣﻌﺮﻓﺔ اﻻﺣﺘﻴﺎج اﻟﺤﻘﻴﻘﻲ ﻟﻠﻌﻤﻼء ⇒‬
‫ﻣﺆﺷﺮات اﻟﻨﺠﺎح اﻟﺤﺮﺟﺔ‬ ‫⇒‬ ‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ‬

‫⇒‬ ‫ﻣﺒﻴﻌﺎت اﻟﻤﻨﺘﺠﺎت اﻟﺠﺪﻳﺪة‬
‫⇒‬ ‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻣﻌﺪﻻت اﻻداء واﻟﻤﺆﺷﺮات‬ ‫⇒‬ ‫رﺿﺎء اﻟﻌﻤﻼء‬
‫⇒‬ ‫‪etc.‬‬
‫اﻟﻤﺎﻟﻴﺔ واﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ‬
‫‪Balanced Scorecard for strategic HR- Contribution‬‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ وﻋﻄﺎء واﺑﺪاع وﺣﻮاﻓﺰ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﺑﺎﻋﻄﺎء اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻣﻀﻤﻮن اﻟﻤﻘﺎﻳﻴﺲ واﻟﺴﺒﺐ ﻓﻲ اﺳﺘﺨﺪاﻣﻬﺎ ﻟﻜﻲ ﻳﺘﻢ اﻟﺘﺄﺛﻴﺮ ﻋﻠﻴﻬﻢ وﺳﻠﻮآﻴﺎﺗﻬﻢ‬
‫‪example: HR-Contribution‬‬
‫ﻗﻴﺎس ﻓﻌﺎﻟﻴﺔ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اهﺪاف اﻟﺸﺮآﺔ⇒‬
‫اﻟﺘﻄﻮﻳﺮ‬ ‫اﻟﻘﻴﺎﺳﺎت‬
‫ﻣﻦ اﻋﻠﻲ اﻟﻲ اﺳﻔﻞ‬ ‫ﻣﻦ اﺳﻔﻞ اﻟﻲ اﻋﻠﻲ‬
‫‪Visio‬‬
‫اﻟﺮؤﻳﺔ‬
‫‪n‬‬ ‫ﺑﻨﺎء ﺛﻘﺎﻓﺔ ﺗﻘﻴﻴﻢ اﻻداء‬
‫اﻟﺘﻤﻴﺰ ﻓﻲ اﻟﺴﻮق ﻓﻲ اﻟﺘﻄﻮﻳﺮ اﻟﻮﻇﻴﻔﻲ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﺗﺴﻬﻴﺎ وﻓﻌﺎﻟﻴﺔ اﻻﺗﺼﺎﻻت ﻣﻊ اﻟﻤﻮﻇﻔﻴﻦ‬
‫اﻟﻨﻘﻞ اﻟﺘﻄﻮﻳﺮي ﻟﻠﻤﻮﻇﻔﻴﻦ اﻟﻤﺘﻤﻴﺰﻳﻦ ⇒‬

‫ﺗﻘﻴﻴﻢ اﻻداء وﻧﻈﺎم اﻟﺤﻮاﻓﺰ⇒‬
‫اﻟﻤﺆﺷﺮات‬
‫ﻣﻌﺮﻓﺔ اﻟﺪواﻓﻊ اﻟﺘﻲ ﻳﺤﺘﺎﺟﻬﺎ اﻟﻤﻮﻇﻔﻴﻦ ﻟﻠﺘﻮﺻﻞ اﻟﻲ ⇒‬
‫اﻻهﺪاف‬
‫ﻣﺆﺷﺮات اﻟﻨﺠﺎح اﻟﺤﺮﺟﺔ‬ ‫ﻣﻌﺪل اﻟﺪوران ⇒‬
‫اﻟﻤﺮﺗﺐ ﻣﻘﺎرﻧﺔ ﺑﺎﻟﺴﻮق ⇒‬
‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ ⇒‬
‫ﻣﻌﺪﻻت اﻻداء واﻟﻤﺆﺷﺮات‬ ‫ﻣﺴﺘﻮﻳﺎت اﻟﺘﻌﻠﻴﻢ ⇒‬
‫اﻟﻤﺎﻟﻴﺔ واﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ‬ ‫ﻣﻌﺪﻻت اﻟﻐﻴﺎب واﻟﻤﺮض ⇒‬

‫ﺑﻨﺎء اﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ودﻋﻢ اﺗﺨﺎذ اﻟﻘﺮار ﻻﻟﻐﺎء اﻟﺤﻮاﺟﺰ ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت‬
‫اﻟﺘﻮﺻﻞ اﻟﻲ اﻟﺒﻨﺎء‬

‫اﻟﻤﻘﺎﻳﻴﺲ‬ ‫ﻟﺘﻄﺒﻴﻖ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪Vision‬‬
‫اﻟﺒﻨﺎء ﻣﻦ اﺳﻔﻞ اﻟﻬﺮم اﻟﻲ اﻋﻠﻲ اﻟﻬﺮم‬
‫اﻳﻦ ﺗﻜﻤﻦ ﻓﺮص اﻟﺘﺤﺴﻴﻦ اﻟﺘﺮاآﻤﻴﺔ‬
‫ﺳﻠﺴﻠﺔ اﻟﻤﻮردﻳﻦ واﻟﻌﻤﻼء‬ ‫وآﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ اﻻداء؟‬
‫ا ﻟﻤ‬
‫ﻮارد‬
‫ا ﻟﺪ ا‬
‫ﺧﻠﻴﺔ‬
‫اﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﺠﻮدة واﻟﻘﻴﺎﺳﺎت‬
‫ﻗﻴﺎﺳﺎت ﻣﻦ اﺳﻔﻞ اﻟﻲ اﻋﻠﻲ‬

‫ا ﻟﻤ‬
‫اﻟﻤﺸﺎرآﺔ واﻟﻮﻻء واﻻﻧﺘﻤﺎء واﻟﺘﺤﺪي ﻟﻼﻧﺘﺎﺟﻴﺔ‬

‫ﻮارد‬
‫⇒ اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ‬
‫اﻟ‬
‫⇒ ﻣﺒﻴﻌﺎت اﻟﻤﻨﺘﺠﺎت‪/‬اﻟﺨﺪﻣﺎت اﻟﺠﺪﻳﺪة‬

‫ﺨﺎر‬
‫⇒ رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺟﻴﺔ‬
‫ورش ﻋﻤﻞ ﻟﻠﻤﻮﻇﻔﻴﻦ ‪ -‬اﻻﺗﺼﺎل واﻟﻤﺸﺎرآﺔ واﺑﺪاﻋﺎت اﻟﺘﺤﺴﻴﻦ‬ ‫⇒ ﻗﻴﺎس آﻔﺎءة وﻓﻌﺎﻟﻴﺔ اﻻﺟﺮاءات اﻻﺳﺎﺳﻴﺔ‬
‫⇒ ﻣﺆﺷﺮات رﺿﺎء اﻟﻌﻤﻼء‬
‫⇒ ﻣﻌﺪﻻت ﺗﻄﻮﻳﺮ اﻟﻤﻮﻇﻔﻴﻦ‬
Strategy Strategy Map Balanced Scorecard
Target & Initiatives
Personal Objectives Appraisal
Strategic Outcomes (Satisfied Stockholders,

Delighted Customers
95 Efficient Process & Motivated workforce)
Company Perspective Performance Measure
Financial
GOP, Return on investment and economic value added
Customer
Satisfaction, retention, market, and market share
Internal Business Processes
Quality, response time, cost, and new product introductions
Learning & Growth
Employee satisfaction and information system availability
‫‪M-2 Day 1‬‬


‫‪Pg 80‬‬
‫‪M-5 Day 4‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬

‫‪Pg 102‬‬

‫)‪BSC Objectives ( Reduce operating Costs‬‬
‫ﺗﻘﻴﻴﻢ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻداء ) ﺗﺨﻔﻴﺾ ﺗﻜﻠﻔﺔ اﻟﺘﺸﻐﻴﻞ(‬
‫ﺗﻘﻴﻴﻢ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬ ‫ﺗﻜﺎﻳﻒ‬ ‫اﻟﺨﺪﻣﺎت اﻟﺨﺎرﺟﻴﺔ‬
‫)ﺗﺨﻔﻴﺾ اﻟﺘﻜﺎﻟﻴﻒ(‬ ‫اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة‬ ‫اﻟﺼﻴﺎﻧﺔ‬
‫اﻟﻌﻤﺎﻟﺔ‬
‫ﺗﻜﻠﻔﺔ اﻟﺨﺪﻣﺎت‬
‫ﺗﻜﻠﻔﺔ اﻟﻨﻘﻞ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫اﻟﻤﺮآﺰ اﻟﺮﺋﻴﺴﻲ‬
‫اﻻﻳﺠﺎر‬
‫اﻟﺘﺴﻮﻳﻖ واﻻﻋﻼن‬ ‫اﻟﺘﺼﻨﻴﻊ‬ ‫راس اﻟﻤﺎل اﻟﻤﺴﺘﻬﻠﻚ‬
‫واﻟﺘﺸﻐﻴﻞ‬
‫اﻟﻄﺎﻗﺔ‬
‫اﻟﻤﺴﺘﺨﺪﻣﺔ‬
‫ﻣﻌﺮﻓﺔ اﻻﺧﻄﺎء‬
‫اﻟﻤﻮارد‬
‫اﻋﻄﺎل وﺗﻮﻗﻒ‬ ‫اﻟﻤﺴﺘﺨﺪﻣﺔ‬
‫اﻟﺘﻌﻠﻴﻤﺎت واﻻرﺷﺎدات‬ ‫اﺧﻄﺎء اﻟﻔﻨﻲ‬ ‫آﻔﺎءة اﻟﻤﻌﺪات‬
‫ﻓﻌﺎﻟﻴﺔ اﻻﺟﺮاءات‬
‫اﺳﺎﻟﻴﺐ اﻟﻌﻤﻞ‬
‫‪/‬ﻣﻌﺪل اداء‬ ‫‪Mechanical Aptitude‬‬

‫اﻻﺷﺮاف‬
‫اﻟﺘﻌﻠﻴﻢ‬
‫اﻟﺜﻘﺔ‬ ‫اﻟﻤﻬﺎرة واﻟﻤﻘﺪرة‬ ‫اﻟﻤﻮﻇﻒ او اﻟﻔﻨﻲ‬ ‫اﻟﺘﻌﻠﻴﻢ‬
‫‪Change over Time‬‬
‫‪Standard‬‬
‫اﻟﺜﻘﺔ‬ ‫‪Actual‬‬
‫‪88‬‬
‫‪84‬‬
‫‪80‬‬
‫اﻟﻤﻘﺪرة واﻟﻤﻌﺮﻓﺔ‬ ‫اﻻﺳﺒﺎب اﻟﺮﺋﻴﺴﻴﺔ‬
‫اﻟﺠﺬور‬ ‫‪76‬‬
‫‪98‬‬ ‫اﻟﻤﻴﻜﺎﻧﻴﻜﻴﺔ‬ ‫‪72‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬
Customer Perspective- Core Measure
‫ﻣﻘﺎﻳﻴﺲ اﻟﻌﻤﻼء ﻓﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
Market Share
Proportion of business in
given market
- # customers - $ spent
- # unit sold - Volume Sold
Customer Acquisition Customer Profitability Customer Retention
Rate of business Net profit of a customer or segment The rate business unit
attracting New Customers after allowing expenses to support Retain Or maintain
or new business customers ongoing relations
- # new customers With customers
- # new business ,brand
Customer Satisfaction
Measure satisfaction level

of customers Along specific Customers Profitable Unprofitable
performance criteria
within value proposition Target segment Retain Transform
99 Untargeted segment Monitor Eliminate
Translating the Balanced Scorecard
Into Objectives and Measures (Putting it together)
Mission and Core Values
Provide excellent product to La Poire Shops
‫اﻟﻤﻬﻤﺔ‬
‫اﻟﺮؤﻳﺔ‬ world class product, providing
quality services product
S1:Become more customer-driven
S2:Reduce cost in production process
‫اﺳﺘﻴﺮاﻳﺠﻴﺔ‬
What we must do well in
Order to implement our strategy
Objectives(O1,O2, O3) S1:O1-Assure timely delivery (shops)
What Strategy must be achieved S1:O2-Raise Quality level (customer)
Critical to Success S1:O3-Reduce cycle time(Internal)
‫ﻏﺎﻳﺎت‬ How strategic success

Is measured and tracked
‫ ﻣﻘﺎﻳﻴﺲ اﻟﻨﺠﺎح‬Measures(M) S1:O1-M1 0% on time delivery
S1:O2-M1 0% defective product
How success will be measured & tracked S1:O3-M1 0% defective shipment
Financial Customers Internal Employee
Processes Learning & G
S1:O1-M1-T1 100% in 2007
‫ﻣﺆﺷﺮات اﻻداء‬ Targets(T) S1:O2-M1-T1 2% improvement

S1:O3-M1 –T1 0% in 2006
Performance Indicators
‫ اﻟﺒﺮاﻣﺞ اﻟﻤﻄﻠﻮﺑﺔ ﻟﺘﺤﻘﻴﻖ اﻻهﺪاف‬Initiatives(I) S1:I1 Reengineer delivery Process

S1:I2 Quality Training
Key Action Programs required to achieve objectives
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻟﻬﺎ اﻟﻤﻘﺪرة ﻋﻠﻲ اﻟﺘﺨﻄﻴﻂ واﻟﻘﻴﺎس واﻟﺘﺤﻜﻢ‬
‫ﻓﻲ اﻟﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫اﻻهﺪاف‬ ‫ﻣﺆﺷﺮات‬ ‫ﻣﺆﺷﺮات‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫ﺗﺎرﻳﺨﻴﺔ‬ ‫ﻣﺴﺘﻘﺒﻠﻴﺔ‬
‫ﺗﺤﺴﻴﻦ اﻟﺮﺑﺤﻴﺔ ¾ ‪F1‬‬ ‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‪z‬‬ ‫اﻟﻘﻴﻤﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ ‪z‬‬
‫اﻟﻨﻈﺮة اﻟﻤﺎﻟﻴﺔ‬ ‫اﻟﻤﺰﻳﺞ اﻟﺒﻴﻌﻲ ¾ ‪F2‬‬ ‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت ‪z‬‬ ‫اﻟﻤﻀﺎﻓﺔ ﻟﻠﻌﻤﻼء‬
‫‪F‬‬
‫ﺗﻘﻠﻴﻞ اﻟﺘﻜﻠﻔﺔ ¾ ‪F3‬‬ ‫اﻟﺘﻐﻴﻴﺮ ﻓﻲ اﻟﺴﻌﺮ ‪z‬‬
‫اﻟﺮﺿﻲ ﻋﻦ اﻟﻤﻨﺘﺞ ¾ ‪C1‬‬ ‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‪z‬‬ ‫اﻟﺒﺤﻮث اﻟﺘﺴﻮﻳﻘﻴﺔ ‪z‬‬

‫ﺷﻜﺎوي اﻟﻌﻤﻼء ½ ‪ C2‬اﻟﻨﻈﺮة اﻟﻲ اﻟﻌﻤﻼء‬ ‫ﺷﻜﺎوي اﻟﻌﻤﻼء ‪z‬‬ ‫اﻟﺠﻮدة اﻻدارﻳﺔ اﻟﺸﺎﻣﻠﺔ ‪z‬‬
‫‪C‬‬ ‫ﻋﻼﻗﺎت اﻟﻌﻤﻼء¾ ‪C3‬‬ ‫وﻻء اﻟﻌﻤﻼء ‪z‬‬ ‫ﺑﺤﻮث اﻟﻌﻤﻼء ‪z‬‬
‫ﻣﺘﻄﻠﺒﺎت اﻟﻌﻤﻼء¾ ‪P1‬‬ ‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‪z‬‬ ‫ﺑﺤﻮث رﺿﺎء اﻟﻌﻤﻼء ‪z‬‬
‫اﻟﻤﻨﺘﺠﺎت اﻟﺠﺪﻳﺪة¾ ‪P2‬‬ ‫ﺑﻴﻊ اﻟﻤﻨﺘﺠﺎت اﻟﺠﺪﻳﺪة ‪z‬‬ ‫ﻟﻠﻤﻨﺘﺞ اﻟﺠﺪﻳﺪ اﻟﻮﻗﺖ اﻟﻲ اﻟﺴﻮق ‪z‬‬
‫اﻟﻨﻈﺮة اﻟﻲ‬
‫اﻻﺟﺮاءات‬ ‫اﺣﺘﻤﺎﻻت ﺗﻌﺪد اﻟﻤﺸﺘﺮوات¾ ‪P3‬‬ ‫ﻣﻌﺪل ﺗﻜﺮار اﻟﺸﺮاء ‪z‬‬ ‫اﻟﻤﺘﻮﻗﻌﺔ زﻳﺎرات اﻟﻌﻤﻼء ‪z‬‬
‫‪ P‬اﻟﺪاﺧﻠﻴﺔ‬ ‫اﺟﺮاءات اﻟﺘﻮزﻳﻊ ¾ ‪P4‬‬ ‫ﻗﻨﻮات اﻟﺘﻮزﻳﻊ ‪z‬‬
‫اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة ½ ‪P5‬‬ ‫ﻣﺆﺷﺮ ﺧﺪﻣﺔ اﻟﻌﻤﻼء ‪z‬‬
‫اﻟﻨﻈﺮة اﻟﻲ اﻻﺑﺪاع‬ ‫اﻟﻤﻘﺪرة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ¾‪HR1‬‬ ‫ﻋﺪد اﻟﻤﻬﺎم اﻻﺳﺘﻴﺮاﻳﺠﻴﺔ ‪z‬‬

‫واﻟﺘﻄﻮﻳﺮ ﻟﻠﻤﻮارد‬ ‫ﺗﻮﺻﻴﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ¾ ‪HR2‬‬ ‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ ‪z‬‬ ‫ﻧﺴﺒﺔ اﻟﺘﻄﺎﺑﻖ ﺑﻴﻦ اهﺪاف ‪z‬‬
‫‪ HR‬اﻟﺒﺸﺮﻳﺔ‬ ‫اﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ اهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ¾‪HR3‬‬ ‫ﻣﻌﺪل ﺗﺪرﻳﺐ اﻟﻤﻮﻇﻔﻴﻦ ‪z‬‬ ‫اﻟﺸﺮآﺔ و اهﺪاف اﻟﻤﻮﻇﻔﻴﻦ‬
‫‪101‬‬ ‫واهﺪاف اﻟﻤﻮﻇﻔﻴﻦ‬ ‫‪SAMIR HANAFY, P.ENG‬‬
‫)‪Balanced Scorecard Components (Relation & Linking‬‬
‫اﻟﻌﻼﻗﺎت واﻻرﺗﺒﺎﻃﺎت ﺑﻴﻦ ﻋﻨﺎﺻﺮ وﻣﺤﺘﻮﻳﺎت إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻣﺆﺷﺮات اﻻداء اﻟﻤﺘﺰﻧﺔ‬
‫اﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪Objectives‬‬ ‫‪Measure‬‬ ‫‪Target‬‬ ‫‪Initiatives‬‬
‫اﻻهﺪاف‬
‫واﻟﻘﻴﺎﺳﺎت‬ ‫هﺪف دﻋﻢ اﻟﻘﺮار‬ ‫ﻣﻘﺎﻳﻴﺲ اﻟﻨﺠﺎح‬ ‫ﻣﺆﺷﺮات اﻻداء‬ ‫اﻟﺒﺮاﻣﺞ اﻟﻤﻄﻠﻮﺑﺔ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻲ ﻟﻠﻨﺠﺎح‬ ‫ﻟﺘﺤﻘﻴﻖ اﻻهﺪاف‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت‬ ‫اﻟﻤﺰﻳﺞ اﻟﺒﻴﻌﻲ ﻣﻦ اﻟﻤﻨﺘﺠﺎت‬ ‫ﻣﻨﺘﺞ ا ‪10%‬‬ ‫• اﻟﺘﺮوﻳﺞ اﻟﺘﺴﻮﻳﻘﻲ‬
‫اﻟﻤﺎﻟﻲ‬ ‫ﻣﻨﺘﺞ ب ‪40%‬‬ ‫• ﺑﺤﻮث اﻟﺴﻮق‬
‫ﻣﻨﺘﺞ ج ‪50%‬‬ ‫•اﻟﺘﺴﻮﻳﻖ اﻟﺘﻜﺘﻴﻜﻰ‬
‫زﻳﺎدة وﻻء اﻟﻌﻤﻼء‬ ‫اﻻﺣﺘﻔﺎظ ﺑﺎﻟﻌﻤﻼء‬ ‫‪95%‬‬ ‫• ﻣﻤﻴﺰات ﻟﻠﻌﻤﻼء اﻟﻤﻮاﻟﻴﻦ‬

‫ﻟﻠﻤﻨﺘﺞ‬
‫اﻟﻌﻤﻼء‬ ‫•ﻣﻨﺘﺪي ﻧﺎدي اﻟﻌﻤﻼء‬
‫ﺗﻄﻮﻳﺮ ﻣﻨﺘﺠﺎت ﺟﺪﻳﺪة‬ ‫اﻟﺪﺧﻞ ﻣﻦ اﻟﻤﺒﻴﻌﺎت‬ ‫‪2005- 15 %‬‬

‫اﻟﻌﻤﻠﻴﺎت‬ ‫اﻟﺠﺪﻳﺪة‬ ‫‪2006- 50 %‬‬ ‫• ﺑﺮاﻣﺞ اﻟﺒﺤﻮث واﻟﺘﻄﻮﻳﺮ‬
‫‪2007- 60 %‬‬ ‫• اﻟﺘﺴﻮﻳﻖ واﺳﺘﻘﺼﺎء اﻟﻌﻤﻼء‬
‫اﻟﻨﻤﻮ واﻟﺘﻌﻠﻢ‬ ‫ﺗﻄﻮﻳﺮ اﻟﻤﻬﺎرات اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﻪ‬ ‫ﺗﺪرﻳﺐ ﻣﻬﺎرات ﻣﺰدوﺟﺔ‬ ‫‪90 %‬‬
‫واﻟﺘﻄﻮر‬ ‫• ﺗﺪرﻳﺐ ﻋﻠﻲ ﻋﻼﻗﺎت اﻟﻌﻤﻼء‬
‫• ادارة اﻟﻤﻌﺮﻓﺔ‬
‫ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫‪Target‬‬ ‫‪Action Plan‬‬
‫‪Strategy‬‬ ‫‪Objectives‬‬ ‫‪Measures‬‬
‫‪Indicators‬‬ ‫‪Initiatives‬‬
‫‪M-2 Day 1‬‬


‫‪Pg 80‬‬
‫‪M-5 Day 4‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬

‫‪Pg 102‬‬
‫‪BSC and Strategy Implementation‬‬

‫‪Strategy , Mission Statement & BSC‬‬ ‫ﻗﺼﺔ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ واﻟﻤﻬﻤﺔ وﺑﻄﺎﻗﺎت اﻟﻘﻴﺎس اﻟﻤﺘﺰن‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ هﻲ ﻋﺪد ﻣﻦ اﻻﺳﺌﻠﺔ اﻻﻓﺘﺮاﺿﻴﺔ ﻋﻦ اﻟﺴﺒﺐ واﻻﺛﺮ وﻳﻤﻜﻦ اﻟﺘﺎﻋﺒﻴﺮ ﻋﻨﻬﺎ ﺑﺠﻤﻠﺔ ﻣﺎذ ا ﻟﻮ ؟‬
‫‪Strategy is a Series of Assumptions, Questions, “What If? Cause and Effect Logic‬‬
‫اذا رﻓﻌﻨﺎ ﻣﻬﺎرات اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﺑﺎﻟﺘﺪرﻳﺐ واﻟﻤﻌﺮﻓﺔ )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ اﻟﺠﻮدة ﻟﻠﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬
‫وﺣﻴﻦ ﻳﺘﻢ ﺗﺤﺴﻴﻦ اﻻﺟﺮاءات ) ﺟﻮدة وﺗﻜﺘﻠﻔﺔ واوﻗﺎت ﻟﻠﻌﻤﻠﻴﺎت( )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ ﻣﺴﺘﻮي ﺧﺪﻣﺔ اﻟﻌﻤﻼء‬
‫وﻳﻌﻨﻲ ذﻟﻚ ﺗﻮﺻﻴﻞ اﻟﺨﺪﻣﺎت واﻟﺴﻠﻊ ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ ﺑﺎﻟﺠﻮدة اﻟﻤﻄﻠﻮﺑﺔ واﻟﺴﻌﺮ اﻟﻤﻨﺎﺳﺐ ﺳﻴﺆﺛﺮ ﻋﻠﻲ وﻻء اﻟﻌﻤﻼء‬
‫وﻟﻮﺣﺪث ذﻟﻚ ﺳﻴﺆﺛﺮ ﻋﻠﻲ اﻟﻨﺘﺎﺋﺞ اﻟﻤﺎﻟﻴﺔ واﻟﺮﺑﺤﻴﺔ واﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻰ ‪.........‬ﺑﻄﺎﻗﺎت ﻗﻴﺎﺳﺎت اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﻐﺎﻳﺔ اﻟﻮﺳﻴﻠﺔ اﻟﻤﻬﻤﺔ اﻟﺮﺳﺎﻟﺔ ‪Mission‬‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ‪Strategy‬‬
‫رؤﻳﺔ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻃﻮﻳﻠﺔ اﻟﻤﺪي‬ ‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪BSC‬‬ ‫اﻓﻌﺎل وﺗﻜﺘﻴﻚ ﻗﺼﻴﺮ اﻟﻤﺪي‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ ﺗﺮﺟﻤﺔ اﻟﻤﻬﻤﺔ واﻟﺮؤﻳﺔ اﻟﻲ واﻗﻊ ﻣﺴﺘﻘﺒﻠﻲ ﻣﻦ ﺧﻼل اﻻدارة اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ وﻗﻴﺎس اﻻداء اﻟﻐﻴﺮ ﻣﺤﺴﻮس‬
‫واﻟﻬﺪف اﻻﺳﺎﺳﻲ هﻮ اﻟﺘﻐﻴﻴﺮ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﻨﺠﺎح واﻟﺘﻤﻴﺰ واﻟﺘﻔﻮق‬
‫اﻟﻌﻤﻴﻞ ‪Customer‬‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻳﺠﺐ‬
‫ان ﻧﺒﺪوﻓﻲ ﻧﻈﺮ ﻋﻤﻼؤﻧﺎ؟‬
‫اﻟﺤﺼﺔ اﻟﺘﺴﻮﻳﻘﻴﺔ ورﺿﺎء‬
‫اﻟﻌﻤﻼء واﻻﺣﺘﻔﺎظ ﺑﻬﻢ‬
‫اﻟﻤﺎﻟﻴﺔ ‪Financial‬‬ ‫‪Internal Business Process‬‬

‫ﻟﻠﺘﻤﻴﺰ آﻴﻒ ﻳﺠﺐ ان ﻧﺒﺪو اﻣﺎم‬ ‫‪Vision‬‬ ‫اﻟﻌﻤﻠﻴﺎت اﻟﺪاﺧﻠﻴﺔ‬
‫اﺻﺤﺎب واﻃﺮاف اﻟﻤﺼﺎﻟﺢ‬ ‫‪Mission‬‬ ‫ﻟﻜﻲ ﻧﺮﺿﻲ ﻋﻤﻼؤﻧﺎ اي اﻟﻌﻤﻠﻴﺎت‬
‫‪ٍStockholders‬‬ ‫‪Strategy‬‬ ‫ﻳﺠﺐ ان ﻧﺮآﺰ ﻋﻠﻴﻬﺎ وﻧﺤﺴﻨﻬﺎ‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر واﻟﻘﻴﻤﺔ‬ ‫اﻟﺠﻮدة واﻟﺰﻣﻦ اﻟﺘﻜﻠﻔﺔ واﻟﻔﻌﺎﻟﻴﺔ‬
‫اﻻﻗﺘﺼﺎدﻳﺔ اﻟﻤﻀﺎﻓﺔ واﻟﺮﺑﺤﻴﺔ‬
‫‪Innovation & Growth‬‬

‫اﻟﻨﻤﻮ واﻟﺘﻄﻮﻳﺮ واﻻﺑﺪاع‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻧﺴﺘﺜﻤﺮﻓﻲ‬
‫اﻟﻤﻮارد وآﻴﻒ ﺗﺴﺘﻤﺮ ﻗﺪرﺗﻨﺎ‬
‫ﻋﻠﻲ اﻟﺘﻐﻴﻴﺮ واﻟﺘﻄﻮﻳﺮ؟‬
‫اﻟﺮﺿﻲ اﻟﻮﻇﻴﻔﻲ اﻻﺑﺘﻜﺎر واﻟﺘﻌﻠﻴﻢ‬
‫واﻟﺘﺪرﻳﺐ واﻟﺘﻤﻜﻴﻦ اﻻداري‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬ ‫ﺗﺨﻄﻴﻂ‬
‫وﻗﻴﺎﺳﺎﺗﻬﺎ‬
‫اﻋﺘﺮاف ﺑﺎﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ‬ ‫ﺗﻘﻴﻴﻢ‬

‫اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ‬
‫ﺗﻄﻮﻳﺮ‬
‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻓﻲ ﺗﻘﻴﻴﻢ اﻻداء‬ ‫اهﻤﻴﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﻘﻴﻴﻢ اﻻداء‬

‫ ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ ﻋﻤﻞ‬ ‫ ادارة ﺣﺪﻳﺜﺔ ﻟﻠﻤﻮارد‬
‫ ﺗﻄﻮﻳﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻﺳﺎﺳﻴﺔ ﻣﻦ ﻗﺒﻞ ﻗﻴﺎدات اﻟﺸﺮآﺔ‬ ‫ اﻟﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ ﺗﺤﻮﻳﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻲ ﻣﺆﺷﺮات واهﺪاف ﻟﻼﻗﺴﺎم‬ ‫ اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺴﺘﻘﺒﻞ واﻟﻤﺘﻐﻴﺮات اﻟﻌﺎﻟﻤﻴﺔ واﻟﻤﻨﺎﻓﺴﺔ‬
‫ وﺿﻊ اهﺪاف وﺗﺤﺴﻴﻦ ﻣﺴﺘﻤﺮ ﻟﻠﻌﻤﻠﻴﺎت‬
‫ اﻟﺘﻮﺻﻞ اﻟﻲ ﺧﺮﻳﻄﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ ﺗﻄﻮﻳﺮ ﻣﺴﺘﻤﺮ وﺗﻌﻠﻴﻢ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ ﻓﻬﻢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻻﻗﺴﺎم واﻟﺘﻮﺻﻞ اﻟﻲ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬ ‫ اﻟﺮﺑﻂ ﺑﺎﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ وﻗﻴﺎﺳﺎت اﻻداء‬
‫ اﺗﺰان ﻣﺆﺷﺮات اﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ وﻣﺴﺘﺜﻤﺮﻳﻦ اﻟﺸﺮآﺔ‬
‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻟﻠﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ‬
‫ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ ﻋﻤﻞ ‬
‫ﺗﻄﻮﻳﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻﺳﺎﺳﻴﺔ ﻣﻦ ﻗﺒﻞ رؤﺳﺎء اﻟﻘﻄﺎﻋﺎت ‬
‫ﺗﺤﻮﻳﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻲ ﻣﺆﺷﺮات واهﺪاف ﻟﻠﻘﻄﺎﻋﺎت ‬
‫اﻟﺘﻮﺻﻞ اﻟﻲ ﺧﺮﻳﻄﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﺸﺮآﺔ وﻓﻬﻢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت واﻟﺘﻮﺻﻞ اﻟﻲ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ ‬
‫اﺗﺰان ﻣﺆﺷﺮات اﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ ﻣﻦ ﻋﻤﻼء وﻣﻮﻇﻔﻴﻦ وﻣﺠﺘﻤﻊ وﻣﻮردﻳﻦ وﻣﺴﺘﺜﻤﺮﻳﻦ ﻓﻲ اﻟﺒﻮرﺻﺔ ‬
‫ﺗﺨﻄﻴﻂ‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫اﻋﺘﺮاف ﺑﺎﻟﻮﺿﻊ‬

‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬ ‫اﻟﺤﺎﻟﻲ‬ ‫ﺗﻘﻴﻴﻢ‬
‫وﻗﻴﺎﺳﺎﺗﻬﺎ‬ ‫اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ‬
‫ﺗﻄﻮﻳﺮ‬
‫ادارة ﺣﺪﻳﺜﺔ ﻟﻠﻤﻮارد ‬

‫اﻟﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺴﺘﻘﺒﻞ واﻟﻤﺘﻐﻴﺮات اﻟﻌﺎﻟﻤﻴﺔ واﻟﻤﻨﺎﻓﺴﺔ ‬
‫اهﻤﻴﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ‬ ‫وﺿﻊ اهﺪاف وﺗﺤﺴﻴﻦ ﻣﺴﺘﻤﺮ ﻟﻠﻌﻤﻠﻴﺎت ‬
‫ﺗﻄﻮﻳﺮ ﻣﺴﺘﻤﺮ وﺗﻌﻠﻴﻢ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ ‬
‫اﻟﺮﺑﻂ ﺑﺎﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ وﻗﻴﺎﺳﺎت اﻻداء ‬
‫ﻣﺎﻳﻤﻜﻦ ﻗﻴﺎﺳﺔ ﻳﻤﻜﻦ ادارﺗﺔ وﺗﺤﺴﻴﻨﺔ‬
‫‪What you can measure, you can Manage‬‬
‫‪Structure‬‬
‫اﻟﻬﻴﻜﻞ اﻟﻤﺆﺳﺴﻲ‬
‫اﻟﺘﺤﻮل ﻣﻦ اﻟﺒﻴﺎﻧﺎت‬
‫اﻟﻲ اﻟﻘﺮارات اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﻔﺠﻮة‬
‫‪Data‬‬ ‫اﻟﻘﻴﺎدﻳﺔ‬
‫ﺑﻴﺎﻧﺎت‬ ‫‪System‬‬ ‫‪People‬‬
‫اﻻﻧﻈﻤﺔ اﻻدارﻳﺔ‬ ‫اﻟﻤﻮﻇﻔﻴﻦ‬
‫‪Information‬‬ ‫اﻟﺮؤﻳﺔ واﻟﻔﻜﺮ اﻻﺳﺘﻴﺮاﺗﻴﺠﻰ‬

‫ﻣﻌﻠﻮﻣﺎت‬ ‫اﻟﻨﻈﺎم اﻻداري‬
‫‪Change‬‬
‫‪Management‬‬
‫‪Knowledge‬‬ ‫اﻧﻈﻤﺔ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫‪E=MC2‬‬
‫ﻣﻌﺮﻓﺔ‬ ‫)اﻟﻤﻮارد واﻟﻤﺪﺧﻼت(‬
‫رؤﻳﺔ‬ ‫ﺗﺨﻄﻴﻂ‬
‫‪Decision‬‬ ‫اﻟﺘﺤﻮل اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬ ‫اﻟﺘﻐﻴﻴﺮ‬ ‫اﻟﺘﺤﻮل اﻟﻘﻴﺎدي‬ ‫ﺗﻨﻈﻴﻢ‬
‫ﻗﺮارات‬ ‫ﺑﺎﻟﻘﻴﺎس اﻟﻤﺘﺰن‬
‫اﻟﺘﻤﻜﻴﻦ‬ ‫ﺑﺎﻟﻘﻴﺎس‬ ‫ﺗﻮﺟﻴﺔ‬
‫اﻻﺑﺪاع‬ ‫رﻗﺎﺑﺔ‬
‫اﻟﻤﺒﻴﻌﺎت واﻟﺴﻴﻮﻟﺔ‬
‫اﻟﺘﺤﺼﻴﻞ ﺷﻜﺎوي اﻟﻌﻤﻼء‬
Cascading Company Objectives into specific Team Objectives
‫اﻟﺘﻮﺻﻞ اﻟﻲ اهﺪاف اﻟﺸﺮآﺔ ﻣﻦ ﺧﻼل ﺗﺤﻘﻴﻖ اهﺪاف اﻟﻘﻄﺎع واﻟﻔﺮﻳﻖ‬
Strategic Objectives Measure :
Financial : Control Store costs :Cost per Division
Perspective Control Store Costs Team Measures
-Reduce paint Cost - Current wall covering
- Design easy assembly fixture compared to
-Reduce energy consumption paint alternative
- Cost of fixtures
- Utility cost
Customer :Customer partnership
Perspective : cooperative efforts
Customer partnerships Team Measures
-Develop joint group focus program - Light fixtures cost
- Communicate re-construction issues - Customer feedback
-Field visits with recent opened stores - Number of trips with division
- Have all members work in the store - All members work in the store
Internal
Perspective :Production excellence :time/Quality & Cost
Production excellence Team Measures
-Supply chain management - Contract schedule vs. plan
- Write recipe & Production Process - Documented cost saving
- Identify cost savings - Utility cost
Learning & : Optimize H.R % of # of qualified H.R

Growth Optimize people resources
-Promote cross training Team Measures
- Design easy assembly fixture - number of cross training assignments
110 -Work in different store - Assignments in different stores
Strategy Map- Financial Prospective
Increase On Capital Employed- ROCE
Revenue Growth Strategy Productivity Strategy
New Source Increase Become

Customer Maximize
of Revenue Industry Cost Use of
Profitability Leader
new Product Existing Assets
• ROCE •Volume vs. • Cash Expense • Cash Flow
• Net Margin Industry • Cost/Unit (vr.
vs.Industry • Brand Ratio industry)
Strategy Map- Customer Prospective
Basic Delight the customer Win Win Distributor Relations
•Cleanliness
•Safety Speedy Friendly Recognize Friendly
Helpful Call CTR
•Quality Purchase Helpful Loyalty
Employee CRM
•Speedy Employees
•Trust
• Mystery shopper Rating • Distributor Profit Growth

• Market Share of Segment • Distributor Satisfaction

HR Strategy Map
F1
Increase Company
Shareholder Value
F2
Financial Enable ROI F3
Maximize ROI
perspective Growth Per Employee
C1 C2 C3 C4
Customer Know the Be trusted
Support Culture Provide Quality
Business & Business
perspective Partner
for success Programs
Business Partners Company Employees
Increase Company Challenge company

Hire talent Employee to Empower & Motivat
people TO ratio workforce
Internal performance appraisal
Process
perspective Hire Employees Drive Performance Connect Company Provide innovative
Who can serve & HR Development Performance to Pay cost effective
customers services
Drive High Performance Communicate Strategy
Recruit the best Provide Quality Service
Culture
Learning & L1 L2 Commit to L3 Drive

Know Company
Growth Business Everyone Continuous
success Improvement
perspective

‫‪M-1 Day 1‬‬ ‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬ ‫‪Pg‬‬
‫‪M-2 Day 1‬‬

‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬ ‫‪Pg‬‬
‫‪M-3 Day 2‬‬ ‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬ ‫‪Pg‬‬
‫‪M-4 Day 3‬‬ ‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬ ‫‪Pg‬‬
‫‪M-5 Day 4‬‬ ‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬ ‫‪Pg‬‬

‫‪M-6 Day 5‬‬ ‫‪Pg 96‬‬
‫‪M-7 Day 5‬‬ ‫‪ Pg 102‬اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M = Module‬‬ ‫‪Pg 109‬‬

‫‪BSC and Strategy Implementation‬‬

Signs that you may need a new Performance Measure
Please indicate Yes/No (Y/N)
Y/N
Performance is acceptable on all dimension except profit
(Quality Issues)
Customers don’t buy even when prices are competitive
No one notices when performance measurement aren’t

produced
No investment in in long term value creating activities

Time
You haven’t change your measures for a long time For
New
Recently you have changed your Strategy
Performance
Measurement
System
BSC

RATIONALE FOR BALANCED SCORECARD
New Aligning Clarifying

Improvement
leadership Current
initiatives strategy
Setting
New
New
Organizational
target
strategy
Financial Customer Internal Employee
processes Learning &
Growth
Business Aligning
crises Employee
Communication goals
&
Education
7 Criteria for starting Balanced Scorecard
Strategy
Need
Sponsorship
Support
Of
participant Scope
Financial Customer Internal Employee

processes Learning &
Growth
Data
Resources

7 Criteria Score for starting Balanced Scorecard
Criteria Score Weight Total points Rational
Strategy 10 30% 3 Org has started new strategic plan

Sponsor 9 30% 2.7 VP has worked with BSC before joining
Need 5 15% .75 Result has been good – Restricting forces
Support 7 10% .7 Many energetic mgrs will implement approach
Scope 8 5% .4 Org produces, markets,sells variety of products
Data 4 5% .2 Despite success no good system in the past
Resources 4 5% .2 Org understaffed has difficulty finding staff
Total 100% 7.95
Overall assessment of 7.95 out of 10 is an excellent candidate Organization for

The Balanced scorecard

‫آﻴﻔﻴﺔ اﻟﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﺑﺎﻟﺸﺮآﺔ واﻟﺒﺪء ﻓﻲ اﻟﺘﻐﻴﻴﺮ‬
‫اﻟﺘﻘﻴﻴﻢ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻼداء وﺗﻘﻴﻴﻢ اﻻداء اﻟﻤﺘﺰن اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫‪ -1‬ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬

‫‪ -2‬ﺗﻄﻮﻳﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻻﺳﺎﺳﻴﺔ ﻣﻦ ﻗﺒﻞ رؤﺳﺎء اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ‬
‫‪ -3‬ﺗﺤﻮﻳﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻲ ﺧﻄﻂ ﻋﻤﻞ ﻟﻠﻘﻄﺎﻋﺎت وﺗﺤﺪﻳﺪ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪ -4‬اﻟﺘﻮﺻﻞ اﻟﻲ ﺧﺮﻳﻄﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﺸﺮآﺔ واﻟﺒﺪء ﻓﻲ ﺗﻮﺿﻴﺢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت‬
‫واﻟﺘﻮﺻﻞ اﻟﻲ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ ﻣﻦ ﻗﺒﻞ اﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ ) ﻋﻤﻼء‪ -‬ﻣﻮﻇﻔﻴﻦ‪ -‬ﻣﻮردﻳﻦ‪(----‬‬
‫‪ -5‬ﻗﻴﺎﺳﺎت اﻟﻤﺆﺷﺮات ﻟﻼداء وﺗﻄﻮﻳﺮهﺎ ﻟﻤﺘﺎﺑﻌﺔ اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ واﻟﺨﻄﻂ اﻟﺘﺸﻐﻴﻠﻴﺔ‬
‫واﻻﺟﺮاءات وآﻴﻔﻴﺔ ﻗﻴﺎﺳﻬﺎ ﺑﺎﻟﺘﻨﺴﻴﻖ ﻣﻊ ﻗﻄﺎع ﺗﺄآﻴﺪ اﻟﺠﻮدة ﺣﻴﺚ ان اﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫ﻣﺘﻄﻠﺐ اﺳﺎﺳﻲ ﻓﻲ ﻗﻴﺎس اﺟﺮاءات واﻻﻧﻈﻤﺔ اﻟﻤﺨﺘﻠﻔﺔ ﻓﻲ اﻟﺸﺮآﺔ‬
‫‪ -6‬اﻟﺘﻌﺮف ﻋﻠﻲ ﻣﻌﻮﻗﺎت اﻟﺘﻄﺒﻴﻖ وﺗﻼﺷﻴﻬﺎ ﻟﻀﻤﺎن ﻧﺠﺎﺣﺎت اﻟﺘﻄﺒﻴﻖ‬
‫ﻴ‬‫ﻘ‬‫ﺘ‬‫اﻟ‬
‫ﻴﻢ‬
‫ﻴﻂ‬
‫ﺨﻄ‬
‫‪Plan‬‬
‫اﻟﺘ‬
‫‪Do‬‬ ‫اﻟﻬﺪف اﻟﻨﻬﺎﺋﻲ هﻮ ﺗﺤﻘﻴﻖ‬ ‫‪-1‬اﻟﺘﺤﻠﻴﻞ اﻟﺒﻴﺌﻰ و اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬

‫‪Check‬‬ ‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وذﻟﻚ ﺑﻘﻴﺎس‬ ‫‪-2‬إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف و ﺻﻴﺎﻏﺔ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫‪Act‬‬
‫ﻄ‬‫اﻟﺘ‬ ‫اﻟﻨﺘﺎﺋﺞ واﻟﻤﺆﺷﺮات‬ ‫‪-3‬اﻟﺘﻨﻔﻴﺬ ﻟﺠﻤﻴﻊ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ وﻗﻴﺎس اﻟﻌﻤﻠﻴﺎت وﻓﻌﺎﻟﻴﺘﻬﺎ‬
‫ﺒ‬
‫ﻴﻖ‬ ‫‪-4‬اﻟﻤﺘﺎﺑﻌﺔ واﻟﺘﻘﻴﻴﻢ واﻟﺘﺤﺴﻴﻦ وﻣﺮاﺟﻌﺔ اﻟﻨﺘﺎﺋﺞ واﻟﻤﺆﺷﺮات‬
‫ﻔﻴﺬ‬
‫اﻟﻤﺘﺰن ﻟﻠﺘﺄﺛﻴﺮ ﻋﻠﻲ اﻟﺴﻠﻮآﻴﺎت‬

‫اﻟﺘﻨ‬

Who should Manage the Strategic Management System
Director of Strategic Planning ?
Manage the Strategic Planning Process
Clarify &
translate
Vision And
Strategy
Director of IT Officer?
Human Communication Strategic Manage the
Resources? & Balanced Strategic
Feedback databases &
Manage the Linking Scorecard
Goal setting & And Learning executive
reward process information
system
Planning
& Target
Setting
Chief Financial Officer?
Manage the capital and annual
Budgeting and reporting process

Elements required to implement Successful Change
Vision
Vision Skills
Skills Incentives
Incentives Resources
Resources Action
ActionPlan
Plan Change
Change
Skills
Skills Incentives
Resources Action
ActionPlan
Plan Confusion
Vision
Vision Incentives
Resources Action
ActionPlan
Plan Anxiety
Little
Vision
Vision Skills
Skills Resources
Resources Action
ActionPlan
Plan Change
Vision
Vision Skills
Skills Incentives
Incentives Action
ActionPlan
Plan Frustration
Vision
Vision Skills
Skills Incentives
Resources False Starts
12 Paradigm Shift in Change Management
1-Control Management Commitment Leadership

2-Individual Decisions Collaboration
3-Individual work Team work
4-Task focused Process/ Customer Focus
5-Expert in one field Knowledge & Learning Organization
6-Threats & Fear Commitment & Participation
7-One right way Continues Improvements
8-Record Keeping Scorecard & Achievements
9-Hierarchy Flat & Flexible structure
10-Unstated Value & Vision Shared Values & Vision
11-Tough on people Tough on competition
12-Profit only (Not Balanced) Innovation & Wealth creating

Why worry about business change?
Resistance Lack of Project takes

to change ownership longer and
Sponsors support
costs more
in public but not in
private
Key staff not
available
Lack of enthusiasm
and support from the
Repeat past
business Project not properly
mistakes
Unrealistic planned or resourced
timescales, business
can’t cope
Confusion and
mixed messages,
Solution is not Staff not properly trained or
criticism, the
adopted, ‘not educated, performance
rumour mill
invented here’ worsens
‘To be’ is not Nobody takes

achieved Addressing the issue of Business Change responsibility
correctly will significantly increase the
likelihood of success and delivery
of benefit
Mindset: The Leverage for Transformation
Environmental Forces Fundamental Environmental Forces
Assumption Responded to effectively
About Reality
Marketplace
Requirements Marketplace
Success Attained
Business Business
Imperatives Imperatives Achieved
Organizational Organization’s Content

Th
ge
Imperatives Changes Implemented
an
e
Successfully
Dr
Ch
ive
Cultural
of
Culture
rs
Imperatives
se
Shifts
of
u
Ca
Ch
Leaders & Leaders & Employees

an
e
Employees Behaviors
Th
Behaviors Changes
ge
Breakthrough
Environmental Forces in Leader
Social, Economics, Political, Government And Employee
Technology, Demographic,Legal & Natural
Mindset
Critical Success Factors CSF’s
Business
Process
Framework
Customer
Quantifiable And
Measures Market
& Results Network
Committed
Incentives
Leadership
Strategy
&
Integration
Performance
Accountability
Team Leaders

The success of Company Transformation is dependent on commitment
and clear direction
Committed and aligned senior

management Clear case for change and Surface and manage resistance to
common Strategy change
Involve key stakeholders and Re-align organisation structure,

Plan proper communication performance and reward systems
throughout Teams “special interest groups”

Eight Most Common Risk
Poor
Teamwork
HR Competency
& Training Politics
Customer’s Knowledge & Resources
Employee Motivation
Poor Eight Unclear goals

Most Common
Communication Risk
, Objectives
In complex contract & Strategy
type
Poor
Unresolved
Commitment
Cultural Issues Resistance
126 underestimating To Change
‫اﺧﺘﺒﺮ ﻣﻌﻠﻮﻣﺎﺗﻚ ﻋﻦ اﻟﺘﺨﻄﻴﻂ واﻟﺘﻨﻔﻴﺬ ﻟﻠﻔﻜﺮ اﻹﺳﺘﺮاﺗﻴﺠﻰ واﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ) ‪ 1‬ﻏﻴﺮ ﻣﺘﺄآﺪ ‪ 4‬داﺋﻤﺎ(‬
‫‪4321‬‬ ‫اﻋﺮف ﺧﻄﻪ اﻟﺸﺮآﺔ ﻟﻠﻌﺎﻣﻴﻦ اﻟﻘﺎدﻣﻴﻦ‬ ‫‪.1‬‬

‫‪4321‬‬ ‫اﻣﺘﻠﻚ ﻣﻌﻠﻮﻣﺎت آﺎﻓﻴﺔ ﻻﺗﺨﺎذ اﻟﻘﺮار اﻟﻤﻨﺎﺳﺐ‬ ‫‪.2‬‬
‫‪4321‬‬ ‫اﺗﺤﺪث ﻣﻊ اﻵﺧﺮﻳﻦ ﻟﻠﺘﺄآﺪ ﻣﻦ دورهﻢ وﻣﺴﺌﻮﻟﻴﺘﻬﻢ ﻓﻲ ﺗﺤﻘﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪.3‬‬
‫‪4321‬‬ ‫اﺷﺎرك واﻧﺎﻗﺶ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻣﻊ آﻞ اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ادارﺗﻲ‬ ‫‪.4‬‬
‫‪4321‬‬ ‫اﻋﻘﺪ اﺟﺘﻤﺎﻋﺎت ﺑﺎﻧﺘﻈﺎم ﻟﻤﻨﺎﻗﺸﺔ اﻟﺨﻄﺔ واﻻﻧﺠﺎزات واﻟﺨﻄﻂ اﻟﺒﺪﻳﻠﺔ ﻟﻠﺘﻨﻔﻴﺬ‬ ‫‪.5‬‬
‫‪4321‬‬ ‫اﺛﻖ ﺗﻤﺎﻣﺎ اﻧﻨﺎ اﺣﺴﻦ ﻣﻦ اﻟﻤﻨﺎﻓﺴﻴﻦ وﻧﺘﻤﻴﺰ ﻋﻨﻬﻢ‬ ‫‪.6‬‬
‫‪4321‬‬ ‫اﻋﺮف ﺗﻤﺎﻣﺎ ﻣﺎ ﻳﺤﺘﺎﺟﻪ ﻋﻤﻼؤﻧﺎ‬ ‫‪.7‬‬
‫‪4321‬‬ ‫اﺳﺘﻔﻴﺪ اﺳﺘﻔﺎدة آﺎﻣﻠﺔ ﻣﻦ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﺤﺪﻳﺜﺔ واﺗﺎﺑﻊ ﺗﻄﻮرهﺎ‬ ‫‪.8‬‬
‫‪4321‬‬ ‫اﻋﺮف ﺻﻔﺤﺎت ﻣﻨﺎﻓﺴﻲ ﻋﻠﻲ ﻣﻮﻗﻊ اﻻﻧﺘﺮﻧﺖ‬ ‫‪.9‬‬
‫‪4321‬‬ ‫اﺷﺮح داﺋﻤﺎ واﻃﻮر اﺟﺮاءات اﻟﻌﻤﻞ ﻣﻊ ﻣﺠﻤﻮﻋﺘﻲ‬ ‫‪.10‬‬
‫‪4321‬‬ ‫اﺳﺘﺨﺪم ﺗﺤﻠﻴﻞ ﻧﻘﺎط اﻟﻘﻮي واﻟﻀﻌﻒ واﻟﺘﺤﺪﻳﺎت واﻟﻔﺮص ﻳﻮﻣﻴﺎ‬ ‫‪.11‬‬
‫‪4321‬‬ ‫اﻋﺮف ﻣﻴﺰﺗﻨﺎ اﻟﺘﻨﺎﻓﺴﻴﺔ‬ ‫‪.12‬‬
‫‪4321‬‬ ‫اﺗﻨﺎﻗﺶ ﻣﻊ ﻗﻴﺎدات اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ ﻋﻦ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫‪.13‬‬
‫‪4321‬‬ ‫اﺗﻨﺎﻗﺶ ﻣﻊ ﻋﻤﻼﺋﻲ واﻟﻤﻮردﻳﻦ ﻋﻠﻲ ﺗﻐﻴﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬ ‫‪.14‬‬
‫‪4321‬‬ ‫اﺗﺄآﺪ داﺋﻤﺎ ان آﻞ اﻟﻤﻮﻇﻔﻴﻦ ﻳﻨﻔﺬون اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪.15‬‬
‫‪4321‬‬ ‫اﻋﺮف ﺟﻤﻴﻊ اﻻهﺪاف واﻳﻦ ﻧﺤﻦ اﻻن ﻣﻨﻬﺎ واﻟﻲ اﻳﻦ ﻧﺘﺠﻪ ﻣﺴﺘﻘﺒﻠﻴﺎ‬ ‫‪.16‬‬
‫‪4321‬‬ ‫اﻋﺮف ﺗﻤﺎﻣﺎ ﻣﺎﻳﺤﺘﺎﺟﺔ اﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ ﺗﺪرﻳﺐ وآﻴﻔﻴﺔ ﺗﻨﻤﻴﺔ ﻣﻬﺎراﺗﻬﻢ وﻗﺪراﺗﻬﻢ‬ ‫‪.17‬‬
‫‪4321‬‬ ‫أﺣﺘﻔﻆ ﺑﻨﺴﺨﺔ ﻣﻦ اﻟﻤﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ﻟﻠﺸﺮآﺔ‬ ‫‪.18‬‬
‫‪4321‬‬ ‫أﺗﺄآﺪ ﻣﻦ ان اﻟﻤﻮﻇﻔﻴﻦ ﻣﺪرآﻴﻦ ﺗﻤﺎﻣﺎ اﻟﻬﺪف ﻣﻦ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪.19‬‬
‫‪4321‬‬ ‫اﻗﻮم ﺑﺘﻌﺪﻳﻞ اﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﺳﺘﻤﺮار ﻣﻊ ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬ ‫‪.20‬‬
‫‪4321‬‬ ‫اﻋﺮف ﻟﻤﺎذا ﻳﻘﺎوم اﻟﺒﻌﺾ اﻟﺘﻐﻴﻴﺮ واﻟﻘﻮي اﻟﻤﻀﺎدة ﻟﻠﺘﻐﻴﻴﺮ‬ ‫‪.21‬‬
‫اذا آﺎن اﺟﻤﺎﻟﻲ اﻟﺪرﺟﺎت اﻟﺘﻲ ﺣﺼﻠﺖ ﻋﻠﻴﻬﺎ اﻗﻞ ﻣﻦ ‪ 64‬ﻓﻬﻨﺎك ﺑﻌﺾ اﻟﻨﻘﺎط اﻟﺘﻲ ﻳﺠﺐ اﻟﺘﺮآﻴﺰ ﻋﻠﻴﻬﺎ ﻟﻠﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ﺑﺎﻻهﺪاف‬
‫اﻟﻤﺘﺰﻧﺔ واﻟﻤﺒﺎدرة وﻟﻴﺲ ﺑﺮد اﻟﻔﻌﻞ‬
Developing A Leadership Mind-Set.
1-Give an example of what your global competitive environment Looks like ?
-----------------------------
------------------------------------------------------------
------------------------------------------------------------
2-Name three moves that your competitors have made during last three years
? ----------------------------------------
------------------------------------------------------------
------------------------------------------------------------
3- Name three moves that you have done to your competitors during the same
period ? ----------------------------------------
------------------------------------------------------------
------------------------------------------------------------
4-Give two examples of how your competitors might attack you in the near
future ?------------------------------------------
------------------------------------------------------------
------------------------------------------------------------
5- Give two examples of how you might put your competitors on the defensive
in the next two years ? ----------------------------
------------------------------------------------------------
------------------------------------------------------------

EXERCISE : Force Field Analysis On Implementing Strategy, The Quality
Process of Balanced Scorecards
Direction :
Divide into 4 Groups and have one of the member as a leader .

Select one of the Change issue listed below or use one of your own
Follow the Force Field analysis Guidelines
Use the Worksheet on next page to complete your analysis
Change Issues:
1- Currently your Performance appraisal forms are filled out by only 60%
of your Managers .you want to increase this by 100 % within 12 Months.
2- You presently receive 15 customer’s complains a month . You want to

reduce it this to 5 complains within 3 month.
3- You want to introduce a new problem solving Skills program into the
company. You want a 95% attendance rate at the training sessions. In the
past the attendance rate has been 85% .
4- The defect rate is currently 12 pieces for every 100 pieces made.
You want to cut this in half.
Force Field Analysis Exercise Sheet
Current Level Desired Level

of group Performance of group Performance
Driving Force Resistance Force
Increase pressure Decrease Resistance

Forces To Change) Forces To Change)
BSC
BSC
‫ﻣﺎﻳﻤﻜﻦ ﻗﻴﺎﺳﺔ ﻳﻤﻜﻦ ادارﺗﺔ وﺗﺤﺴﻴﻨﺔ‬
What you can measure, you can Manage
Measure Metrics Indicators
‫ﻗﻴﺎس‬
‫ﻣﻨﻈﻮﻣﺔ‬ ‫ﻣﺆﺷﺮات‬
‫ ﻗﻴﺎس اﻻداء‬Performance Measure

‫ ﺗﺨﻄﻴﻂ اﻟﻤﺸﺮوع‬Business Planning ‫ ﺗﺨﻄﻴﻂ اﺳﺘﻴﺮاﺗﻴﺠﻲ‬Strategic Thinking
Are we doing Things Right? Are we doing The Right Things?
Input Process Output Outcome

‫اﻟﻤﺪﺧﻼت‬ ‫اﻻﺟﺮاءات‬ ‫اﻟﻤﺨﺮﺟﺎت‬ ‫اﻟﻨﺘﺎﺋﺞ‬
Performance
Measure

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كتاب التخطيط الاستراتيجي بإستخدام بطاقات الإداء

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‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‬

All over the world, Human Resources & Managers are

SAMIR HANAFY P. Eng.

‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت ‪:‬‬

‫اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ‪ BSC‬واﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ ‪. Strategy Maps‬‬ ‫•‬

‫‪2‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة ‪:‬‬

‫ﻗﻴﺎس اﻟﻤﺆﺷﺮات اﻟﻤﺤﺴﻮﺳﺔ واﻟﻤﺆﺷﺮات اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ‪.‬‬ ‫•‬

‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ ‪:‬‬

‫اﻻﺧﺘﻴﺎر اﻷﻣﺜﻞ ﻟﻨﻈﺎم اﻟﻤﻘﺎﻳﻴﺲ واﻟﻤﻘﺎرﻧﺔ اﻟﺪاﺧﻠﻴﺔ واﻟﺨﺎرﺟﻴﺔ‪.‬‬ ‫•‬

‫‪3‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‪:‬‬

‫•• ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ )اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ( ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ اﻟﻌﻤﻞ‪.‬‬

‫•• ﺗﺼﻤﻴﻢ ﻧﻈﺎم اﻟﻤﻘﺎﻳﻴﺲ‪.‬‬

‫‪4‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

 Alignment of activities at all levels, to achieve organizations strategic

 Flexibility to react quickly to improvement opportunities

 Achieve the organizations Strategy & objectives in the most effective

 The ability to focus effort on the scorecards that matter to all

 Establishing clear responsibility and accountability for each

5 SAMIR HANAFY, P.ENG

 Identifying the interfaces of key results within and among the

 Focusing on the factors, such as resources, methods and materials

 The effectiveness and efficiency of an organization is improved by

 As human development will influence internal process and improve

6 SAMIR HANAFY, P.ENG

‫‪M-1 Day 1‬‬ ‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬ ‫‪Pg 8‬‬

‫‪M-2 Day 1‬‬

‫‪M-3 Day 2‬‬ ‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬ ‫‪Pg 43‬‬

‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬

‫‪7‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

‫ﻋﺼﺮ اﻟﻤﻌﻠﻮﻣﺎت واﻟﻤﻌﺮﻓﺔ‬ ‫ﻋﺼﺮ اﻟﺜﻮرﻩ اﻟﺼﻨﺎﻋﻴﺔ‬

‫اﻟﻘﻴﺎﺳﺎت اﻟﻤﺎﻟﻴﺔ ﺗﻌﺘﺒﺮ ﺗﺎرﻳﺨﻴﺔ ‪.‬‬

‫ﻣﺆﺷﺮات ﻏﻴﺮ ﻣﺎﻟﻴﺔ ﻣﺆﺷﺮات ﻣﺎﻟﻴﺔ‬

Positive interactions with customers cannot be accomplished without understanding,

Value to Customer = Real Value + Perceived Value

‫‪% 34‬‬ ‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬

Barriers to Strategy Execution

 Sales Revenue- AR Is A Good Measure Of Customer Satisfaction.

13 SAMIR HANAFY, P.ENG

Days Inventory Days Receivable

Days Payable Cash To Cash Cycle

Pay Suppliers Collect Cash

- Working Capital Management

15 SAMIR HANAFY, P.ENG

16 SAMIR HANAFY, P.ENG

‫اﻟﻐﺎﻳﺔ اﻟﻮﺳﻴﻠﺔ اﻟﻤﻬﻤﺔ اﻟﺮﺳﺎﻟﺔ ‪Mission‬‬

‫اﻻﺗﺰان‬ ‫اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬

‫اﻟﻨﻈﺮة‬ ‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‬

‫اﻟﻤﺎﻟﻴﺔ ‪Financial‬‬ ‫‪Internal Business Process‬‬

‫‪Innovation & Growth‬‬

‫‪M-1 Day 1‬‬ ‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬ ‫‪Pg 8‬‬

‫‪M-2 Day 1‬‬

‫‪M-3 Day 2‬‬ ‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬ ‫‪Pg 43‬‬

‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬

‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬

‫‪M-7 Day 5‬‬

‫‪21‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

‫رﺑﻂ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻟﻤﻴﺰاﻧﻴﺔ واﻟﺘﻘﻴﻴﻢ ﻟﻤﺆﺷﺮات اﻻداء ﻟﻠﺸﺮآﻪ‬

‫ﺗﻘﻴﻴﻢ وﻣﺘﺎﺑﻌﺔ ﺗﻨﻔﻴﺬ اﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وﺗﻘﻴﻴﻢ اﻻداء‬

‫اﻟﺘﻌﻤﻖ ﻓﻲ ﻣﻔﻬﻮم ﺗﺤﺴﻴﻦ اﺟﺮاءات اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت واﻟﺘﻐﺬﻳﺔ اﻟﻤﺮﺗﺪة ﻟﻼهﺪاف اﻟﻤﺘﺰﻧﺔ‬

‫‪22‬‬ ‫‪SAMIR HANAFY, P.ENG‬‬

Management Control System

‫‪• What is :‬‬ ‫ﻣﺎ هﻮ ‪:‬‬

Alignment of activities at all levels, to achieve organizations strategic

Flexibility to react quickly to improvement opportunities

Achieve the organizations Strategy & objectives in the most effective

The ability to focus effort on the scorecards that matter to all

Establishing clear responsibility and accountability for each

Identifying the interfaces of key results within and among the

Focusing on the factors, such as resources, methods and materials

The effectiveness and efficiency of an organization is improved by

As human development will influence internal process and improve

Sales Revenue- AR Is A Good Measure Of Customer Satisfaction.

‫اﻟﻨﻈﺮة‬ ‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‬

Corporate level – the umbrella statement