progress bar code in vb.net Stage 1 Business Cascade in Software

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Stage 1 Business Cascade
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Stage 1 business cascade meetings can last anywhere from two to four hours, depending on the size of the group and the detailed questions
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and interactions required to clarify the information presented All questions must be resolved either during the meeting or shortly thereafter so the next-level planning can successfully take place
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Audience All supervisory and professional personnel Meeting Structure The first business cascade should have two parts: The first part is a presentation of the company deployment tool, such as the Balanced Scorecard or Hoshin Plan During the presentation the meeting leader, typically the functional leader, takes notes and addresses questions that arise regarding the information presented As part of this presentation, the cultural attributes are reviewed If the company wishes to use its stated values in lieu of cultural attributes, then a discussion can ensue regarding how the functional team can make them a reality as they deploy the plans and in their day-to-day interactions The second part of the meeting should be a roundtable discussion to answer the following questions:
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How can our function impact the financial performance of the company What can our function do to improve service to our customers How can we participate in the cost reduction emphasis of the company What other impacts can we have related to the company strategies and focus areas for this year How can we bring alive the cultural attributes and/or company values
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Planning Tools Balanced Scorecard, Hoshin planning table, or other presentation of the company strategies and focus areas
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Stage 2 Business Cascade
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Stage 2 business cascade meetings are dedicated to completing functional plans and to feeding individual performance plans It s imperative to present a preliminary framework for this plan that can be fine-tuned and used by each team member to finalize their individual plans The tool selected here is designed to link the Balanced Scorecards to functional plans This will ensure that these plans are integrated prior to completion of individual plans
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Audience All supervisory and professional personnel Meeting Structure This is a half-day planning meeting, starting with the review of the Balanced Scorecard Deployment Worksheet, which illustrates the linkages to the overall company strategies and objectives The remainder of this meeting is dedicated to drafting the next level of plans by further developing the functional objectives into department and individual plans
POSTER SESSIONS
One technique to encourage input and participation during the cascade meetings is to TOOLS have the participants write their comments on sticky notes and post them on a wall or flip chart or wall chart at various points during the meetingAn opportunity to apply this technique comes after the presentation of the company Balanced Scorecard informationThe Balanced Scorecard format can be enlarged to poster size and attached to a wall in the meeting room On a break, participants are asked to use sticky notes to make comments, ask questions, or make suggestionsThe meeting leader can use this information to prepare a response or to further refine the presentation for clarity
Planning Tools The business cascade using the strategy deployment worksheet (Exhibit RULES OF ENGAGEMENT 5-4) is an excellent way to Employee engagement is not ensure that the company stratean initiative or program gies and objectives are aligned Rather, it s an ongoing process with the functional key results TOOLS of communication, feedback, and measurement of progress against and objectives Once this has the established plans Participation is the been accomplished, the nextkey to success People like to be part of level planning can be underthe objective-setting process and will taken Using the Departmental work harder toward objectives they had a hand in creating Participation should and Individual Planning Form, begin with the business cascade and the last step in the cascade can continue through the individual work begin Work will be needed outplanning and appraisal stages side the second-stage cascade meeting to finalize the next-level plans Checkmarks are placed in the boxes that align with strategies when the key results and objectives are in support of them If the key results and objectives support a major objective, that s written in The worksheet captures the measurement technique to be employed to monitor progress The completed worksheet in Exhibit 5-4 is an example
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