1 / 7

Bern, Switzerland, June 2010

Improving Decision Making Quality Audit Tool in Strategic Planning Process Kasia Pawlak. Bern, Switzerland, June 2010. QAT: strengths and weaknesses of an MFI. Intent and design Are there social goals and objectives in place? How clear are they?

chet
Download Presentation

Bern, Switzerland, June 2010

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Improving Decision Making Quality Audit Tool in Strategic Planning Process Kasia Pawlak Bern, Switzerland, June 2010

  2. QAT: strengths and weaknesses of an MFI • Intent and design • Are there social goals and objectives in place? How clear are they? • Is there a strategy supporting realization of social goals and objectives in place? How consistent is it? • Information systems • Does IS support achieving social objectives? How effectively? • Is SP information in available? How reliable & relevant is it? • Management systems • Do all levels of MFI make decisions using SP information? How effective is decision-making for improving SP? • Are there internal systems supporting setting and achieving social objectives in place? How effective are they?

  3. QAT for strategic planning (1) QAT findings Strategicissues • Mission clarity and commitment across MFI [strategic goals] • Lack of SMART objectives for outreach [strategic goals] • Ineffective outreach strategy limited to geographical targeting resulting in low target market penetration [market strategy] Strategic goals & marketstrategy • depth vs. breath of outreach targets • selection of targeting strategies: product, geographical, direct

  4. QAT for strategic planning (2) QAT findings Strategic issues • Regular client feedback research for product development [marketing, information system] • New products development skewed towards meeting short-term financial targets [decision-making, marketing] Product strategy profitability vs. other goals mix of performance criteria for new products

  5. QAT for strategic planning (3) QAT findings Strategic issues • LOs targeting driven by financially skewed Staff Incentive System [HR system, market strategy] • Recruiting practices for Los unsupportive to social mission [HR systems] Aligning HR systems Aligning incentives and recruitment criteria to support market strategy

  6. QAT for strategic planning • Identification of strengths and weaknesses -> SWOT • goals, strategy and systems alignment to fulfill mission • Influence on strategic decision-making: • market and product strategies • growth strategies • competitive strategies • operational changes to better support double/tripple bottom line strategy

  7. Microfinance Centre Koszykowa 60/62 m. 52 00-673 Warsaw, Poland Tel.: +48 22 622 34 65 Fax: +48 22 622 34 85 www.mfc.org.pl kasia@mfc.org.pl Thank you!

More Related