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Strategy Map

Strategy Map. Business Tools and Diagrams. Strategy Map. Financial Perspective. Internal Perspective. Customer Perspective. Learning and Growth Perspecitive. Strategy Map. Strategy Map. Strategy Map. Strategy Map. Strategy Map. Insert text. Text. Text. Text. Text. Text. Text.

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Strategy Map

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  1. Strategy Map Business Tools and Diagrams

  2. Strategy Map Financial Perspective Internal Perspective Customer Perspective Learning and Growth Perspecitive

  3. Strategy Map

  4. Strategy Map

  5. Strategy Map

  6. Strategy Map

  7. Strategy Map Insert text • Text • Text • Text • Text • Text • Text • Text • Text

  8. Strategy Map Productivity Strategy Growth Strategy Financial Perspective Customer Value Proposition Customer Perspective Product/Service Attributes Relationship Image • Operations Management • Processes • Customer Management Processes • Innovation • Processes • Regulatory and Social • Processes • Selection • Acquisition • Retention • Growth • Opportunity • R&D portfolio • Design/develop • Launch • Environment • Safety and health • Employment • Community • Supply • Production • Distribution • Risk management Internal Perspective • Human Capital Learning & Growth Perspective • Information Capital • Organization Capital • Culture • Leadership • Alignment • Teamwork

  9. Strategy Map • Active, Profitable • Sales Support Growth Strategy Efficiency Strategy • Growth by • Attractive Financial • Solutions • Market Leader Within Fleet Administration/ Financial • Growth Through Increased Credit Administration/ Services • Utilize Synergy • Advantages • Professional Risk Handling • Market Leader In Cost-Efficient Contract Administration Financial • Natural Partner for • Volvo Dealers • Natural Partner for • VPS/VLS • Attractive Package Solutions Customer Close Customer Relations Fleet Customers VPS/VLS Motivated and Involved Coworkers Win/Win with Volvo Dealers End Customers • Professional Service • Sales and Marketing • Risk Handling • Efficient Credit Handling • Customer • Loyalty • Product • Development Process • Market Leader In Financial Solutions • Concepts • Efficient Financial • Activity and Funding • Efficient Contract Administration • Efficient Customer Care • Efficient Market Communications with Active Sales Support • Continued Education of Volvo Dealers Culture Competence Technology Coworkers/ Learning • Active Participation Among Everyone • Attractive Workplace • Quality-Focused Coworkers • Right Competence • Efficient IT Support • High Availability of Information

  10. Strategy Map 2011-2013 Strategy Map Value to You, Our Customer Value to You, Our Customer Value to You, Our Customer We help people who change the world We are a leader, catalyst and trusted consultant in managing strategy, learning and continuous improvement Create and manage F2 communications Value to You, Our Customer Lead and support F2/STEAM to achieve its objectives, mission and vision Help solve complex University-wide problems • Collaboration • Diversity • Excellence • Innovation • Integrity • Respect • Teamwork • Learning Improve Operational Excellence Develop a Talented and Diverse Staff Foster collaborative relationship Enhance leadership effectiveness Develop individuals to their full potential Facilitate learning across F2 Improve, streamline and innovative Consistently fulfill our customer value proposition Improve, streamline and innovative Enhance Resources Create and lead F2-wide metrics and other systems to manage information and improve organizational effectiveness Steward F2 Resources Provide customized consulting

  11. Strategy Map IDENTITY A diverse scholarly community dedicated to excellence in the liberal arts and professional studies. Rooted in the Lutheran tradition of Christian faith, the University encourages critical inquiry into matters of both faith and reason MISSION Educate leaders for a global society who are strong in character and judgment, confident in their identity and vocation, and committed to service and justice VISION To became a comprehensive university, highly regarded for the quality of both its undergraduate and graduate programs CORE VALUES Excellence Truth Faith Acceptance Respect Nurturing Service Identity, Vision, Mission And Core Values Identity Planning and Assessment Lutheran Identity Leadership and Governance Core Commitments Recruit & Retain Distinguished, Dedicated and Diverse Staff Recruit & Graduate Well Prepared, Diverse, Academically Accomplished Student Body Enhance Learning through On-going Assessment Invest in Facilities & Infrastructure Generate Resources Articulate Identity and Enhance Reputation Develop Leadership Capacity and Governance Structures that Foster Excellence Strategic Goals

  12. Strategy MapHealthier Children. A Better World Leading to our vision of….. Improved health outcomes Research translated to practice Quality education and training Stakeholder Value Bringing value to our stakeholders To deliver quality services within an integrated system With a focus on creative thinking We will develop and efficiently utilize our resources Aligned with Sick Kids mission and values

  13. Community & Youth Leadership Development and Advocacy Strategy Map BUILT ENVIRONMENT/ PHYSICAL ACTIVITY Access to Healthy Food & Built Environment Ordinances FOOD SYSTEM • New Markets that offer affordable fresh healthy food • Mobile farm stands/markets • Indoor year-round market (feasibility of) Health Corridor Anchor downtown institution/infrastructure and catalyze highly visible opportunities for health and development • Community Design/Land Use Policy & Systems Change Community & Youth Leadership Development and Advocacy Walking & Bicycling Safe Routes to School Sidewalk enhancement Pedestrian trailblazing signs Community walking map/program Recycled bike program Bike paths/lanes & rest Stations Bike racks Cklovia Complete Streets • Food Retailing • Transportation System • Increase access to fresh fruits& vegetables • Prioritizing community gardens in land use planning • Operate gardens in parks • Youth/Community Feasts & Block to School • More salad bars & more fresh, local food is school lunches • Increase WIC redemption at local produce markets • Increase Food Stamp/EBT usage at local produce markets • Food Production • Parks & Recreation State/Local Organizational, National • School System Parks & Recreation Green Necklace/connect parks Repair basketball courts Redevelopment of Community Field/Scott’s Tower • School Wellness Policy • Form school wellness councils • Create a school wellness advocate/coordinator position for the district

  14. Strategy Map Financial Perspective Cause and Effect Relationship Defines the chain of logic by which intangible assets will be transformed to tangible value. • Sustained Shareholder Value • Productivity • Revenue Growth Customer Perspective Customer Value Proposition Clarifies the condition which will create value. • Product/Service Attributes • Price • Quality • Relation • Relationship • Image • Time • Function • Brand Internal Process Perspective Value-Creating Processes Defines the processes that will transform intangible assets. • Manage • Operation • Manage • Customers • Manage • Innovation • Manage • Regulatory & Social • Processes Learning and Growth Perspective Clustering of Assets and Activities Defines the ingredients which must be combined to create the value. • Human Capital • Information Capital • Organization Capital

  15. Customers Strategy MapFinance and Business Services Vision: Be an innovative leader in the oversight of Facilities Services resources and information, and provide unparalleled service in all areas of operation. Serve to University and the community FC2. Excel at customer interactions Financial Management Learning and Growth Internal Processes FC1. Communicate effectively and consistently FC3. Enhance service delivery based on unique needs FL3. Improve operational knowledge FL2. Develop coil aborative relationships FI1. Support environmental stewardship FI2. Execute and information management plan Deliver the best services and performance FL1. Strengthen staff unity FL4. Encourage individual development FI3. Evaluate and improve processes FF1. Lead the process to address Facilities Services resource requirements FF3. Develop Facilities Services resource management policies and procedures Establish a strong resource foundation Mission: We manage and oversee financial resources and provide business expertise to enable Facilities Services to achieve its mission and goals

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