Across
- 1. Forecast usually refers to a projected value for a metric. Organizations will often create a forecast that is different than their target for a given metric. There are multiple types of forecasting methods for creating forecasts based on past data and usage of them varies widely across organizations.
- 4. A metaphor for the transition in organizational value creation from physical assets to the capabilities of employees.
- 7. Specialized area of related activities within an organization that are grouped together in order to manage them effectively and efficiently
- 8. Term to describe a standard used to communicate progress on a particular aspect of a program. Measures typically are quantitative in nature, conveyed in numbers, dollars, percentages, etc.
- 10. evidence of identity; something that identifies a person or thing 4. the condition of having your identity established 5. the process of recognizing something or someone by remembering.
- 12. Annual objectives are accomplished by the means of policies.
- 13. Descriptive statement representing a major component of a strategy, as articulated at the highest level in the Vision. Most strategies can be represented in three to five themes. Themes are most often drawn from an organization’s internal processes or the customer value proposition, but may also be drawn from key financial goals.
- 16. Process diagrams typically are used to represent specific processes that are undertaken in an organization and the key steps involved in the process.
- 18. A sequence of steps, tasks, or activities that converts inputs to outputs. A work process adds value to the inputs by changing them or using them to produce something new. Some processes may be contained wholly within a department or function
- 19. The process of comparing and assessing some entity or attribute using a specific criterion (or criteria)
- 21. Represented details activities or tasks to be carried out to achieve each initiative.
- 23. A visual representation of an organization’s strategy and the objectives that must be met to effectively reach its mission.
- 25. Notifications by email or to a home page, updating users to changes to items that they have subscribed.
Down
- 2. Commonly used within the Logic Model, outcomes (also called outcome-impacts) describe the benefits that result as a consequence of an organization’s investments and activities. A central concept within logic models, outcomes occur along a path from shorter-term achievements to medium-term and longer-term achievements.
- 3. The process of developing aligned goals throughout an organization, connecting strategy to operations to tactics, allowing each employee to demonstrate a contribution to overall organizational objectives. Methods of cascading include identical (objectives and measures are identical), contributory (translated, but congruent, objectives and measures), unique (unique objectives and measures; do not link directly to parent) and shared (jointly-shared unique objective or measure).
- 5. A target is the defining standard of success, to be achieved over a specified time period, for the key performance indicators associated with a particular strategic objective.
- 6. Backward-looking performance indicators that represent the results of previous actions. Characterizing historical performance, lagging indicators frequently focus on results at the end of a time period
- 9. The comparison of similar processes across organizations and industries to measure progress, identify best practices, and set improvement targets. Results may serve as potential targets for key performance indicators.
- 11. Representing the various stakeholders, internal and external, critical to achieving an organization’s mission. Together, the perspectives provide a holistic, or balanced, framework for telling the “story of the strategy” in cause-and-effect terms.
- 14. Forward-looking in nature, leading indicators are the drivers of future performance. Improved performance in a leading indicator is assumed to drive better performance in a lagging indicator.
- 15. Strategy is the way an organization seeks to achieve its vision and mission. It is a forward-looking statement about an organization’s planned use of resources and deployment capabilities.
- 17. A specific version of a strategy plan that adheres to the Balanced Scorecard methodology.
- 20. Commonly applied within the Logic Model, outputs describe what an organization gets done
- 22. Generically used to describe the one-page visualization that shows the different goals of the organization and how they are related.
- 24. The planning stage of building a tree house is the fun part — the hard part is the execution of your plan. Execution is taking an idea and actually making it happen.