Card of strategy

Card of strategy is the important instrument of dialog, that includes suggestions and innovations from below, that allows executing monitoring and every quarter reports (plan / achievement). There are strategic cards of a different level (for a bank on the whole and for managements). The card of strategy shows reasonable communications, due to which optimization of organization results in the desired results. By the basis of cards of strategy the set of hypotheses lies about such communications and search of that, how organization will convert the initiatives and resources (including such as corporate culture and knowledge of personnel) on financial results. Key performance (KP) indicators in comparison with results are to be elected in correlation to strategy and be used for implementation of SWOT-analysis, for example, it is possible to take to their amount: correlation of return of assets on the whole and income; index of particle of market; percent margin; particle of commission-income; operating-rooms of losses and profits; income per an employee; doubtful debts; level of satisfaction of clients; fluidity of the state. Development of cards of strategies of certain products for every group of clients is executed with an account component of strategy (who the clients are; their necessities; key-products; what the attained financial goals are and how the are achieved; what is to be changed in internal processes; requirements from the informatively-technical providing (ІТ); internal skilled requirements). The cards of strategies on the whole within the framework of forming of financial strategy help answering what is main, general and superfluous. For the branch of bank, as well as for a bank on the whole, the row of indexes and constituents which enter to the card of strategy of branch is also developed: financial whole branches; profits, charges, profitability on a branch; stages of introduction of general strategy at the level of branch; size of retail assets, market particle, amount of new clients, profitableness of client (on to the groups); indexes of satisfaction of clients by quality of services which are given by a branch and bank on the whole (marketing indexes); list of measures of control; results of internal audit of branch; technology of management by a personnel; estimation of effectiveness of managers of branch (through estimation of achievement by them aims). Estimation of leader of branch foresees estimation of three prospects: "expected result", "higher", "below". This process of evaluation is every quarter; employees get bonuses, when general estimation of the "higher expected result"; if on the stage of development financial goals get estimation "higher", then there is introduction of strategy; estimation of clients, personnel and checking systems takes place with the orientation on the "expected result".