so we've talked about Have drivers are gonna influence stakeholder needs now they're stakeholder needs need to further be decomposed into enterprise goes. So what we have is a list of 17
generic enterprise goals and when we use the word generic, so that's kind of the idea
that it's not proprietary. It's not specific to one organization or another, but also the idea being that these really should be customized to fit your organization. Your goals. We're gonna be very different if your health care facility versus a payment card organization versus a grocery store.
So the idea is yet these air generic gold seizure starting point.
But you do want to modify them for your organization. Now, something that used very important tool in determining these enterprise fills is we're gonna use something called the Balanced Scorecard. And if you're reading about CO. Bit, uh, perhaps even the slides to follow, you're going to see the acronym B S C balanced
So basically, what this is gonna do is it's gonna show the mapping of these goals. Ah, the enterprise goes for being mapped to what come So 17 generic goals of the of the Enterprise and Let's go ahead and move over and let's take a look at this. All right? So ultimately, what we have
is we have four main
balanced scorecard dimensions. So these air kind of categories of concern, if you will, so we can look at financial,
our customer related dimension, internal dimension and then learning and growth. Okay, so what we have is we have our enterprise goals that map to each of the dimensions below. So ultimately, when you see these interfere
prize goals stakeholder value of business investments, it's always important. Right? State holders want that Valium. We've talked about it.
Maybe our goal is to have a portfolio of competitive products. May be financial transparency,
um, customer oriented service culture. So ultimately again, you'll find that most of these are pretty relevant to just about any enterprise or organization out there. Now, do we want a tweak it just a little bit and maybe talk about our specific
business functionality, or rather than skilled and motivated people, we might say, well trained and inspired that whatever you know, the ideas you can customize thes. But these are very, very good starting point. So what we have then, so
in the financial dimension. We have the enterprise goals listed,
and then this is where we factor in risk. Now you see P and s primary and secondary. So when we talk about what is looking at getting value to our stakeholders, well, benefits is gonna be a primary benefit. It's gonna It's gonna be primary
here. Whereas researchers optimization maybe second gearing. I hope that makes sense.
So when we talk about, ah, financial transparency, for instance Ah, primary goal there or that we're going to find that we're gonna have a primary input Or how do I say this when we talk about financial transparency,
primarily, we're gonna have a benefit to the financial dimension. Maybe that makes medicines. Ah, secondary. We hope to optimize our risks when we're working with money making the transparency, we have more eyes, more contributors, auditors, usually
to give us feet, book back and ideally minimize our risk.
And then a secondary benefit also is it's gonna help us optimize our resource. So this is the way this four card works and in later modules of Kobe will get more in death. But just to give you an idea, these air the seven Enterprise Gold now certainly
of the dimensions of the balanced scorecard
would be testable. I would be at an upper level familiar with the enterprise goals. I don't need you to tell me what enterprise goal number 12 is, but I would certainly have the gist of these girls.
All right, now we continue with this ballot scorecard. We take this idea where we have our enterprise. Dole's Remember we saw these just a minute ago. Stakeholders value of business portfolio of competitive products. We were just in those and we take these and mapped them down, too.
So when we align IittIe and business strategy, it has a primary influence on stakeholders vowed. So when you see these primary and secondary goals, when we talk about primary I t related goals if you'll take a look down here, the battle bottom
ah, manage I t related risk transparency of cost, benefits and risks optimization of assets. So we're talking about how this really helps us get closer to our goal. So when we align IittIe and business strategy, a primary benefit is it helps us
with our stakeholders value. Of course it does.
Um so over on the left, our I t related goals and you'll notice again those categories. Those dimensions, if you will financially
customer internal, and then learning and works learning breath. Sorry about that art. So 17 enterprise goals eventually are essentially get mapped down to 17 I t related goals
and the Balance Cars four card is gonna help us figure out what the benefits are, whether it's a primary
or a secondary. Those I t related goals are gonna transfer on to Naples, and in just a few minutes we'll talk about in a truce.