S

TRATEGY

REPORTING

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THE ALL

-INCLUSIVE

WELCOME

You can use this document as a template fo r your own strategy reporting guide, to ensure that your rep orting process is st able and successful. Below, we cover strategic planning, reporting proc es s, policy , timeline, accountabi lity, and use of software as appli cable.

Throughout this guide, you’ll find two kinds of callout boxes : Bl ue boxes that will guide you through each section of the document and explain ho w you can apply the information to your own reporting p rocess guide , and orange boxes that will guide you in how to use ClearPoint software. They’ll look l ike this:

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CLEARPOINT?

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THE ALL

-INCLUSIVE

S

TRATEGY

REPORTING

GUIDE

If you’d like to skip to a particular section, use t he t able of contents below . CONTENTS THE STRATEGIC PLANNING PROCESS 4 OUR STRATEGIC PLANNING PROCESS 4 OUR STRATEGIC PLAN 5 HOW WE MANAGE OUR STRATEGY 6

SCORECARDS 7 HIGH-LEVEL SUMMARY REPORT 8 STRATEGIC ELEMENT DETAILS 10 ROLES, RESPONSI BIL ITIES, & RULES 12 PERFORMANCE MANAGEMENT ROLES 12 SETTING TARGETS 14 SETTING RAG STATUSES 16 REPORTING 18 OUR REPORTING CALENDAR 18 MEETING REPORTS 20 REVIEW MEETINGS 22 MEETING PREPARATION 26 UPDATING DATA 27 PREPARING REPORTS 28 REPORT MANAGEMENT 29 CHANGE MANAGEMENT 30 TYPES OF CHANGES 31 CONTACT INFORMATION 32 GLOSSARY 33 THERE’S A BETTER WAY 34

TABLE OF CONTENTS

We began our formal strategic planning proces s in 20XX. We revised the process in 20XX when we completed our second five-year plan for 20XX–20XX. During the c ourse of the year, we h ave several di fferent meeti ngs and create review documents for differen t constituencies. The reporti ng calendar and meeting sc hedule is created and released for the full year in December of the previous year . We have the following key p rocesses around our strategi c plan: ☐ The five-year planning process takes place a year before the end of the previous five-year plan. ☐ The annual planning process, top-down p riority goals, and bottom-up acti vity setting are based on defined budgets that happen in the fall of each year. ☐ The quarterly reviews are held at the department level, and semi- annual reviews are held at the top of the or ganization. ☐ STAT meetings are held mont hly, with each month focusi ng on a different busi ness unit. ● It is important that we plan strategically for th e lo ng term and the short term. Since we began this strategic planning proces s, we have seen improvements in all of our b usiness units. We can now see how the activities at each business unit affect the overall strateg y of the organizat ion and contribute to it s success.

THE STRATEGIC PLANNING PROCESS

OUR STRATEGIC PLANNING PROCESS

THE S TRATEGIC PLANNING PROCESS

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The goal of this section in your reportin g g uide is to intr oduce your strategic plan and explai n how you go about managing and ex ecuting that plan. Take the time to explain why performanc e management is important to your organization. The process of performance managemen t is easier and will run more smoothly if employee s recognize how it helps them .

● Our strategi c plan has four focus areas: ☐ Financial: “If we succeed, how will we look to our stak eholders?” ☐ Customer: “What do our customers expect from us?” ☐ Internal: “To satisfy our customers, at which bus iness processes must we excel?” ☐ Learning & Growth: “To be successful, how must our organizat ion learn and improve ?” Each of the focus areas are s upported by several key goals. It is important t hat our goals align to our fo cus areas, since these are the areas of the organization we have determined are s trategic to our success. We measure our progress at the c orporate strategy level, as well as at each of our business-unit levels. Measures and projects at each business unit are tied to the strat eg ic plan and roll up to the overall corporate strat eg ic plan where applicable. Our s trategic planning pr ocess and strategic plan are transparent so all member s of the organization can reco gnize how they contri bute to our organization’s success.

OUR STRATEGIC PLAN

THE S TRATEGIC PLANNING PROCESS

In our organization, we review our strategic plan on a quarterly basi s. To do this, we pull together a reporting document that covers al l our goal areas. We evaluate using RAG status, measure chart s, and qualitative analysis. We provide all this information ahead of time via PDF reports . Our team can also log in to ClearPoint to view the reports onl ine. We conduct our reviews in the main conference room with our executi ve team. During the meeting, we display ClearP oint using a projecto r and click to each of our main goal areas. We often drill down into measures and initiatives for more details on our progress if there are ques tions. All action items decided on during the meeting are entered and tracked in Cl ear Point. .

HOW WE MANAGE OUR STRATEGY

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In this section, ex plain the tools you use to manage your strategy. If you use software , include the capab ilities and important areas of the software here. If you use Excel and PowerPoint, in clude information on where the documents are stored and how to access them.

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You may want to include the fol lowing: A link to the lo gin page. A link to the sup port center.

Our organization has an organization-wide scorecard where we tr ack objectives and measures that are part of our strategic plan. We review t his scorecard q uarterly, as we described in the previous sect ion. Each of our department s also has its own strategic sc orecard. They include objectives, measures and i nitiatives that the department cho oses. Many of these objectives and measures als o roll up and link to the company-wide scorecard. Departments meet mont hly to review their progress. Some of our departments then have operational scorecards that th ey track in addition to their strat eg ic scorecard. Each operation al scorecard is specific to its use. Our Customer Success Department tracks cli en t implementation projects in a scorecard, and our Pr oduct Management Department tracks their plans for product releases. They reference these as needed to make decisions t hroughout the year.

HOW WE MANAGE OUR STRATEGY

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Use this section to explain how your strategy is organized. Do you use sc orecards for each department or focus area? Also, provide screenshots of your software account or strategic documen ts so users can become familiar with your termi nology.

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Make sure you explain the structure of the scorecards within your account. Tell us er s they may not be able to see all of the scorecard s, as that is dependent on their user permission settings .

SCORECARDS

High-level summary reports allow us to compare data between different goals, measures, and p rojects that are part of our str ategic plan. We can view data over time and see the status of each of the elements in our strategic p lan. We use the “Red Alert” summary report for each scorec ard to show measures that are below plan for the selected per iod. It shows the measure name and status, the owner , an analysis, and the time and date it was last updated. This view allows us to quickly see where we need to mak e improvements to our pr ocesses. We use the “Matrix” summary report for each sco recard to show how each of our measures and series are doin g for each period. It shows a heat map that colors each value according to its status for the period, allowing us to, again, easily see where improvements should be made and lo ok for trends.

HOW WE MANAGE OUR STRATEGY

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Use this section to explain to your users some of the ways you review information f or your strategic plan. It may be helpful to explain specific summary reports you have created in your software if they are used consistently through out your organization.

HIGH-LEVEL SUMMARY REPORT

We use the “Alignment Matrix” summary repor t for the organizational scorecard to show how the goals and measures from each business unit align with organizational goals and measures. Thi s view all ows us to see which busines s units are performing well and where most resources may need to be spent. It also allows members of the organ ization to see which organizat ional goals their indi vidual projects and measures are affecting. We use the “Project Management Dashboard” to t rack the status of all our projects. It includes a pie chart that counts how many proj ec ts are on track, falling beh ind and completed. The dashboard als o includes a summary of important projects, their owner, k ey milest ones, due dates, and status. It allows us to quickly see where we need to deploy extra resources so we can meet our goals.

HOW WE MANAGE OUR STRATEGY

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Explain all your impo rtant summary reports in this sect ion. Describe why each one is important and what user s can gain from it. You can also provide instructions for where to find the summary reports in your ClearP oint account. Include screenshot s so users can see the reports you are descri bing.

STRATEGIC ELEMENT DETAILS

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Use this sectio n to explain what information you are trackin g for each of your strategic elements, includi ng goals, measures, and projects. These may be different for elements at the organizational level and at the business- unit level. You may want to provide a lis t of each field and what it means.

Each element of our strategic plan is tracked over time with several d ifferent types of info rmation. It is important that thi s information is k ept up-to-date so our leadership teams can d rill into specific elements and see how they are performing and wh y. We track the following informati on for e ach of our measures: Owner: The owner is the person res ponsible for updati ng the measure each period. They input any dat a, analysis, and recommendations t hat are necessary to explain performance . It does not change from one per iod to the next. Charts: Ch arts can be customized to show the needed series in the format that is mos t appropriate. They are updated as new data is input. Analysis: The owner sh ould update this field each period with qualitative analysis that helps explain the data for the per iod. Recommendations: The owner should update this field each period with suggestions related to the measure for upcoming period s.

HOW WE MANAGE OUR STRATEGY

Attachments: The owner can add any additional or supp lement al documents in this field . Projects: Any projects that are linked to t his measure wi ll show in this field. Action Items: Any action items that are linked to this measure will show in this field. Measure Data: This is the data table. All data related to thi s measur e should be input i nto the data table.

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This is where you’ll desc ribe detail pages to your users. Make sure you include specifics for each of your different element types inc luding objectives, measures, and i nitiatives. You can also provide screen shots to make it easy for users to visualize and under stand.

HOW WE MANAGE OUR STRATEGY

Accountability is paramount in performance manag ement. It’ s a lot easier to ensure we get our staff in the habit of ex ecuting on our reporti ng process if they understand what t his means for them and why their role is important . It is criti cal for everyone to understand where they fit into the report ing process. BASIC ROLES ● Executive Team: This team is typi cally responsible for makin g decision s in the organization. As indi viduals, they usually own some component of the s trategic plan, and as a group, they meet regularly and assess progress. This team should be aware of information in the reporting process, but they may not be responsib le f or providing updates of data and an alysis.

ROLES, RESPONSIBILITIES , & RULES

ROLES, RESPONSIBILITIES, & RULES

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This secti on covers many of the reporting roles and responsibilities in your o rganization. Remember, you should customize thi s section to the needs of your organ ization.

PERFORMANCE MANAGEMENT ROLES

Core Team: The core team is typi cally composed of members of the organizat ion just beneath the leadership team. This gro up has analysts that g ather data about measures and projects and of ten help build the first draft of the managemen t report that is then updated with appropr iate analysis for members of the executive team. The core team includes indi viduals from across the organ ization. Reporting Administrat or: This is an indi vidual (sometimes with additional help) who is responsible for manag ing the reporting process. The person manages this do cumen t and ensures the smooth running of all the pieces described in this doc ument .

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Add a section here descr ibing user permissions. It’s importan t to let users know why they can access some informat ion but not all of it. They should als o know what they can expect to be able to do within Clear Point.

ROLES, RESPONSIBILITIES, & RULES

There are two ways to reach a target: Improve your results or reduce your target. We want to improve our result s. SETTING INITIAL TARGETS Targets allow us to rec ognize if we‘re improving our perf ormance at the desired rate. They should be ac hievable, yet challenging. For measures, targets are a value that we want our performance to reach. Keep in mind that some measures may have targets below the current value if you are trying to decrease the val ue. Projects also have targets. These targets are the dates you want to have the project completed by, any budgets yo u h ave set, as well as any outcomes you are trying to achieve. Here are some questions to keep in mind when you’re set ting your targets: Are there laws or authorities that require a perf ormance target? If so, make sure your target is equal to or above the required target. What is the performance baseline or trend? You want t o mak e sure you’re improvin g your performance, so loo k at your historical data to inform your fut ure g oal. What do your customers want? It’s impo rtant to listen to what your

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Use this section to explain why targets are important and how you s hould go about setting them. You can also define how far in advanc e targets must be set and what the proces s is for changing t argets.

SETTING TARGETS

customers need, want, and expect. Don’t forget that you also mus t consider the reso urces you have available. While customer inp ut is essential, it can not be the only factor . ● How are similar organizations perfo rming in this area? Other organizations’ performance serves as a good example to know ho w you should be performi ng, especially if the measure is a differentiator between you and a competitor. Find o ut benchmarks or other indust ry standards. Try to meet them, and then aim to exceed them. Note: When data is available, it should be r ec orded, and there should be a corresponding target. This could be mont hly, quarterl y, or annually, depending on the measure. You can set your quarterly or monthly t argets based on your target for the year if you prefer, but you should have a value to strive for every time data is entered in the system. CHANGING TARGETS If you have your targets set for the year , but surpass them early on, you can increase them. Since targets are set at the beginn ing of the year and can be control led by the performance management team, you need to fill out a performance management change request form by the change form due date outlined in our reporting calendar . Y ou can also request to have a target decreased if cir cumstances change and it is no lon ger attainable , but make sure you have well thought-out reasoni ng! Change requests are important so that when the entire team reviews in formation, the targets are not constantly changing. You will always have a d ocumented way to review the process.

ROLES, RESPONSIBILITIES, & RULES

For more informat

ion abo

ut how to set targets,

please refer to this article: How

To

Set KPI Targets

We use color status in dicators in our report ing so we can easily see how well all our elements are performing. These statuses are c alled RAG (red, amber, and green) statuses, which represent the colors of each in dicator . We define each status indic ator as follows: Green: The element is on target. In order to have a green status, the value is generally at or achievi ng the target. Yellow: The element is not meeting t arget and needs attention in order to reach the tar get by the required time. In order to have a yellow status, the value is generally wi thin a certain range of the target (for example, wit hin 1-15%). Red: The element is not close to tar get, and there is a high risk that it will not be completed b y the r eq uired time. In order to have a red status, th e value is behi nd the range required for a yellow status.

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RAG (red, amber, and green) statuses are a way of showing how well each of your elements is doing. Every organ ization defines each status color differently. It may even be differen t from element-to-element within the same organization. Use t his section of your repor ting guide to provide your users wi th guidelines for setti ng their RAG statuses so there is consisten cy throughout the organ ization.

SETTING RAG STATUSES

We use color status indicators in our reporting so we can eas ily see h ow well all our elements are performing. These statuses are called RA G (red, amber, and green) statuses, which represent the colors of each ind icator . We assign stat us icons to our goals, measures, in itiatives, milestones and acti on items, and define each status indi cator as follows:

ROLES, RESPONSIBILITIES, & RULES

Measure Name

Number Of Survey Responses

Are we reaching for a higher

or lower number?

Higher

Green

Value ≥ Target

Yellow

Value ≥ Target x 0.90 (90% Of Target)

Red

Value < Target x 0.90 (Less Than 90% Of Target)

For more informati

on abo

ut setting RAG

statuses, please refer to this free download:

The Measure & Goal Evaluation Toolkit

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If you use ClearPoint, you can automate your RAG statuses for objec tives, measures and projects. For go als, just weight and score your linked measures and projects. For meas ures, set a target and thresho lds. Projects are evaluated based on percent complet e, budget, or any other metric you’re tr acking for your project.

There are three important par ts to any strategy review process: the meeting calendar, the report, and the meeting itself. In this p art of the process, we break down all three so our review pro cess runs smoothly .

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This secti on is about the main components of reporting. Y ou can change the order of how you implement this to meet your needs, because it will probably get p retty specific (depending on your organiza tion).

OUR REPORTING CALENDAR In order for our repo rting process to run smoo thly, we have a calendar to follow, and we know we need to stick to it. This calendar includes all of o ur important dates, including the dates of each meeting, when each peri od will be locked so no further changes can be made, and when reports wi ll be generated. We have scheduled our meetings thr oughout the year, so we do not expect any excuses for mi ssing deadlines or meetings.

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If you use ClearPoint, you can view your reporting calendar right in the tool. It shows al l the parts of your p rocess that are automated includi ng your data upload, reminder emails, generated reports, an d follow-up emails, making it easy to run your entire repo rting process from one place.

REPORTING

Per the example calendar below, the due date for each item is the date on the calendar marked by the co rresponding colo r. The task must be complete by 11:59 p.m. on that day.

REPORTING CALENDAR

MONTH SMTWTFS 1234567 8 9 10 11 12 13 14 15 16 17 18 19 2 0 21 22 23 24 25 26 27 2 8 29 30

Update Reminders Sent Second Reminder Sent Data Due & Period Locked Data Review Report Generated Departmental Meetings Change Forms Due

There are three important par ts to any strategy review process: the meeting calendar, the report, and the meeting itself. In this p art of the process, we break down all three so our review pro cess runs smoothly .

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In this section, ex plain what the report is that you use to run your meeting. This will have all the information you wa nt to review—n ot just the agenda. You’re reviewing your g oals, measures, and projects, so where do they live? Also, make sure you lay out who is respons ible for creating the repo rt and ensuring that it is ready for the meeting. You will want to send out the report several days ahead of the meeting f or attendees to review.

MEETING REPORTS

For our meetings, we use specific report s that show the data and information we want to cover. These reports contain t he g oals, measures, and project s specific to each business unit, alo ng with high-level reports that show measures accordi ng to their status. Every element has an owner who is responsible f or updating their elements accordi ng to the calendar laid out in the previo us step. The administr ative assistan t for each department will ensure that all measures are updated for the period before the time of the meeting. A fter confirmation, that in dividual will create the report.

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Each report con tains the following: A cover page with the name of the business unit, date of the meet ing, and date that the report was created . A list of all bus iness unit goals. A list of all bus iness unit measures. A list of measures that have a red status for the reporting period und er review plus detail pages for each of these measures. A list of current business unit projects an d their associated milestones. Action items that have been recent ly completed or are still outstand ing. It is expected that meeting partic ipants review the read-ahead report before the meeting so that they are familiar with the s tatus of our strategic elements. The report template is named “Quarterly Review” and can be generated by the performance management officers. We focus on the following high-level reports during t hese meeting s: All business unit goals and their associated measur es . All business unit meas ures that have a red status for the reporting period under review. All current business unit projects and th ei r associated milestones.

Include informati on here about where to find each of these reports in the system. L et users know that reports are aut omatically generated from the system and sent to them in advance of the meeting so they are always prepared. Also , explain that you’ll run the meeti ng by projecting ClearPoint onto a d isplay screen.

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There are three important par ts to any strategy review process: the meeting calendar, the report, and the meeting itself. In this p art of the process, we break down all three so our review pro cess runs smoothly .

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This secti on should explain exactly what your strategy review meetings will look l ike. It should answer the following ques tions: What is the purpose of the meeting? Who attends the meeting and what is everyone’s role? How do we handle action items ? You probably have several d ifferent levels of meetings—make sure you explain the significance of them all.

REVIEW MEETINGS

Our organizat ion has several types of strategy review meetings. They happen at different time in tervals and at different levels of the organi zation. Our meetings include: Business Unit Review Meetings (Mo nthly) Senior Management Meetings (W eekly) Senior Management Strategy Review Meetings (Quarter ly)

Please find below an overview and sample agenda for each meeting type . Meeting Type: Mont hly Business Unit Review Purpose: Review the progress of goals, measures , and projects for the business unit .

Attendees:

Business Unit Di rector (Leads meeting.) Administr ative Assistant (Respon sible for creating the agenda and taking notes d uring the meeting.) Measure Owners & Collaborator s Project Managers Note: If discussing a specific project, others can be added to t he i nvite list for that month . Action Items: At the beg inning of the meeting, we will discuss th e progress of action items from the previous month. Duri ng the meeti ng, the administrative assistant will capture actio n items in the notes. At th e end of the meeting, we will review action items and make sure they are all ass igned an owner. The administrative assistant will then send out a copy of the notes and action items to all who attended the meet ing, as well as anyone who should have been in attendance but mi ssed it.

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SAMPLE MEETING AGENDA

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It’s important t hat you have an agenda to follow during review meetings. T his is a good place to provide a sample agenda so t hose responsible f or creating meeting agendas can create them consistent ly. Make sure you note who is responsi ble for creating agendas as well as when and how they need to be created and sent to meeting attendees.

Meeting Name:

Monthly Business Unit Review (Marketin g) Date of Meeting: December 7, 2016 Time: 10:00-11:00 a.m.

Meeting Purpose:

Review Goals, Measures & Projects

Prepared By:

Dan Smith

Attendees

Dan Smith, Administrative Ass istant Jane Farmer, Director Of Mark eting Henry Johnso n, Project Manager Frank Miller, Marketing Analytics

Item

Lead

Estimated Time (In

Minutes)

Review Of Past Action Items Jane Farmer

10

Review Of Red Measures

Frank Miller

15

Review Of K ey Projects

Henry Johnson

15

Action Item Recap

Dan Smith

10

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You should als o include your briefing book with the agenda when you send it to meeting attendees. The briefing book sh ould include the scorecards and summary rep orts you will be reviewing. After the meeting, be sure to enter your actio n items in ClearPoin t, linking them to the goals, measures and projects they relate to an d assignin g an owner to ensure they get done.

Still planning your review meet

ings?

Check out our free guide:

How To Lead Effective Strategy Review Meetings

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Meeting preparation is critical to a good strategy reporting proces s. Wh en you have poorly str uctured information and are lack ing data, you cannot have a good meeting. Here are the instructions we use for p reparing for each review meeting.

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This section of your reporting guide is where you should cover how to prepare documents for review meetings. Include instruc tions and accountability information for t he members of the team that will be updating your s oftware. This is where you should i nclude your personalized p rocess for updating in formation and creating the rep orts needed.

MEETING PREPARATION

UPDATING DATA

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In this sectio n, give step-by-step instructio ns to your users for how to update their data. Make sure you include screens hots from your software so users know exactly where to go and what to update.

Every month our data needs to be updated to prepare for the monthly review meetings. We make sure our team follows along on the repor ting calendar so the elements they are each respon sible for are updated by the appropr iate date. When it’s time to make updates, each member of the team receives an email listing the goals, measures and projects that they need to ad d analysis to. The Data Loader lo ads the quantitative data, so we only need to provi de qualitative explan ations.

Once in ClearPoin t, users have two options for updat ing their data. 1. Follow the update process by going to the ‘My Updates’ page and selecting the element to update first. Then, mark each up dated element as complete and easily move on to the next. 2. Navigate to the grid-style update view and in put analysis for all the elements on one page. This repo rt contains a list of each element the user owns, and a column to add an alysis. Our account administrator can log in to ClearP oint at any point in time to view a dashboard of elements that are upd ated and which still need updates.

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Leverage Reporting Wo rkflows to make the update process easy fo r users. As an administrat or, you’ll also have visib ility into who has completed updates and who may need an extra nudge each month.

MEETING PREPARATION

PREPARING REPORTS

We like to remind the owners of goals, meas ures, and projects to update their info rmation. To do this, we send out two reminder emails each mont h. The first email is a gentle reminder one week before the report is due , and the second email is more of a stern reminder t hat their elements will be locked in 24 hour s, so the system must be updated. Afterward, the administrator will lock the period, review t he i nformation, and then generate the report and email it to the leadership team. The report structure is the same each month so we avoid surprises or confusio n amo ng the leadership team. Our administr ator sets up all Workflows, perio d locking and report generation at the beginning of the year so that it happens aut omatically each month.

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Within th is section, you should pr ovide step- by-step instructions for creating the r ep orts that will be used in your meetings. If you have turnover or someone is absent unexpectedly, it is important t hat your process is documented so the report can st ill easily be generated.

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Include instr uctions so a user can create and export the appro priate briefing book for the meeting. You can also s chedule briefing books and period locking to happ en automatically so that administrators do not need to do these tasks manually each mo nth.

MEETING PREPARATION

REPORT MANAGEMENT

In order to ensure we have only one fully updated versi on of our reports for meetings, we lock the so urce software several days before the report is generated. The period automati cally locks at the scheduled time . Reporters can not make updates after the per iod locks. We make sure we take the necessary time to review all information before we generate a report (at least before we send the report out to the leadership team). The report s hould have a date and time stamp on the front, so we inc lude that in our meeting reminder email.

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Sometimes organizations have a challenge with version control for meetings. This section d ea ls with managing versi on control to get a good, clean report out the d oor. (You may or may not need a section l ike this in your own polic y document.)

In order to make any changes to o ur performance management process, a request must go throug h our reporting administ rator. We ask that team members have all approvals needed before submit ting the request to the reporting administrator. Requests must be submitted us ing a performance management process change reques t form by the date outlined in our reportin g calendar.

CHANGE MANAGEMENT

CHANGE MA NAGEMENT

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At this poi nt, you will have already established roles for all the people i nvolved in your strategy repo rting process. In order to k eep the process co nsistent, there must be a process for changing the system. The per son making those changes to the pr ocess will typically be your reporting administrator. In this s ec tion, tell your users what kind of c hanges are permitted, how users request changes, a nd how those requests get approved.

TYPES OF CHANGES PROCESS CHANGES People in the senior management level of the organ ization are the only ones who can make a process change request. This is to ensure consistenc y an d to prevent unnecessary and unbeneficial changes to the process. ELEMENT & DATA CHANGES We lock past period s in the system to ensure the security and accuracy of data. The reporting admi nistrator must make any chan ges after the period lock date on the repor ting calendar. If someone wants to suggest a new measure to replace an old measure, they must jus tify the request through the change form, and both measures must be p resented for two reporting cycles so the leadership team can see the impact of using the new measure without losi ng sight of what was agreed to at the beginnin g of the year. CHANGE REQUEST FORM This is where we include a link to our c hange request form. In order to complete the form, a team member needs the following info rmation: Name, Title, Department Type Of Change Requested Period, Old Dat a, New Data Reason For Change We ask that they submit the form to our rep orting administrat or by the date defined on our reporting calendar in order for the change to t ake place before the next reportin g period.

CHANGE MA NAGEMENT

CONTACT INFORMATION

CHANGE MA NAGEMENT

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REPORTING

Include a section in your d ocument that provides detail s about your strategy reportin g guide and contac t information for the perso n with ownership .

This handbook is intended to provide a basic introduction to performance management and our reporting process es. For questions or a copy of our [software] user guide, please contact the [office respons ible for these documents and the software]. We’re just a phone call or email away! Phone: [Phone Number] Email: [Email Address]

Office of Strategy Management Scorecard Monthly Business Review Meetin g Measure Analyst Goal Owner Initiati ve

GLOSSARY

TIP

PROCESS

REPORTING

Use a section like th is in your own reporting guide to define any terms used in your strateg y reporting p rocess that users may be unfamiliar with. Here’s a starter lis t you can expand upon and edit based on your organization’s need s.

Having a complete strategy reporting process is extreme ly important. A guide like this helps organization s and leadership teams manage the process of data collectio n, synthesis, and anal ysis so that report generation and distribution is eas y and teams have the reports th ey need to make good decisions. Individuals can jo in and leave the reporting office withou t skipping a beat or forgetting details (since most of the process runs automatically). Ultimately, every one will have a better understanding of their roles and responsibilities and the organization will achieve better results. ClearPoint allows you to automate your entire strategy reporting process, reducing the time it takes to report each month by 70%. If you’d like to see how t his could work for your organization, schedule a free, customized demo of our software. If you have your own strategy reporting process or think we missed anything, tweet us @clearpointstrat.

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