Six Disciplines

MAY 10, 2011

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy. Find out more today.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Norton 101

Strategy Driven

SEPTEMBER 28, 2019

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. Integrated Enterprise Excellence, Volume I – The Basics : Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard.

Forrester 50

Forrester Six Sigma Balanced Scorecard TQM 50

Six Disciplines

MARCH 4, 2011

Scott Cleveland reports that a managing director of the Palladium Group (think: balanced scorecard) conducted a survey that compared two groups, one with and one without a formal strategy execution process in place. SUGGESTION: What kind of formal strategy execution process is your organization using? Not using one yet?

Balanced Scorecard 111

Balanced Scorecard Process Execution Strategy 111

Six Disciplines

OCTOBER 4, 2011

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. That statement is then translated into specific objectives and initiatives, using other tools and processes, including strategy maps and balanced scorecards.

System 85

System Balanced Scorecard Execution Strategy 85

Six Disciplines

MARCH 30, 2011

BOTTOMLINE: To enable knowledge transfer, a strategy execution system ( such as Six Disciplines software ) must have built-in methods for recording and storing processes and procedures, document management, innovation exercises, activity performance management, balanced scorecarding, and measure management.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Storytelling 101

Six Disciplines

MARCH 15, 2011

Brian Lassiter, president of the Minnesota Council for Quality, a state-level Baldrige Quality program, posed the age-old question: "Why is executing strategy so difficult – especially during today’s tough economic conditions, when strategy is really so paramount to long-term success?". Execute programs that deliver the benefits.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Long-term 101

Let's Grow Leaders

MARCH 9, 2015

A balanced scorecard, with well-selected KPIs, will reinforce your strategy and align actions with goals. This happens at all levels, but can be particularly disastrous when an executive becomes focused on a short-term adrenaline shot to force up results. “94, 540, and 56.” Metrics matter. Stupid Decisions.

Balanced Scorecard 180

Balanced Scorecard Metrics Short-term Long-term 180

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. There are 3 primary reasons why strategic planning fails or prevents effective execution of a company’s plan. If you aren’t sure, you’re not alone. Try this simple test.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

Let's Grow Leaders

DECEMBER 6, 2016

If there are 27 metrics on your balanced scorecard, trust me, they are not all created equal. Identify the key behaviors that will change the game, and focus yourself and your team on executing on those consistently. There’s nothing better you can do to enhance your brand than having a long track record of success. .

Brand 180

Brand Balanced Scorecard Metrics Reputation 180

First Friday Book Synopsis

APRIL 15, 2011

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Robert S. Kaplan and David P. Norton Harvard Business Press (2000) The Perilous “Journey&# to Breakthrough Performance Note: This is another “business classic” I read when it was first published and then recently re-read it.

Balanced Scorecard 89

Balanced Scorecard Norton Kaplan Strategy 89

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. There are 3 primary reasons why strategic planning fails or prevents effective execution of a company’s plan. If you aren’t sure, you’re not alone. Unclear Objectives. Try this simple test.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

Six Disciplines

AUGUST 1, 2011

Dr David P Norton, (co-inventor of the Balanced Scorecard) explains in OutlookBusiness magazine (India) how companies can grow successfully by adopting effective strategy planning and execution. Strategy is the job of senior executives. It’s their job to mobilize the organisation. Make strategy everyone’s job.

Balanced Scorecard 98

Balanced Scorecard Kaplan Strategy Norton 98

Six Disciplines

JUNE 7, 2011

Measurement (KPIs, balanced scorecard). The Outlook Edition of Six Disciplines is designed to make it easier for you to craft strategy, build solid plans, organize your resources, align activities, execute more effectively, measure your results, and streamline communications - all within Outlook. Performance management.

Balanced Scorecard 101

Balanced Scorecard Software Strategic Planning Document 101

Six Disciplines

AUGUST 1, 2011

Dr David P Norton, (co-inventor of the Balanced Scorecard) explains in OutlookBusiness magazine (India) how companies can grow successfully by adopting effective strategy planning and execution. Strategy is the job of senior executives. It’s their job to mobilize the organisation. Make strategy everyone’s job.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Norton 85

Change Starts Here

OCTOBER 1, 2015

Before starting Enclaria, I managed an “executive working group” program for Balanced Scorecard Collaborative. Clients came to us to learn and participate in research about how to develop an Office of Strategy Management within their organizations.

Balanced Scorecard 60

Balanced Scorecard Management Influence Objective 60

Change Starts Here

SEPTEMBER 13, 2016

It’s no coincidence that my transition to change practitioner included balanced scorecards to measure strategy execution. When I was an industrial engineer early in my career, one of my core responsibilities was measuring things. When you start to consider how to measure change, it’s easy to get stuck.

Balanced Scorecard 60

Balanced Scorecard ROI Goal Project 60

Change Starts Here

JULY 9, 2013

Dubbed the Transformation Team, the group of 35 managers would be responsible for developing and executing the strategy of the organization. Using the Balanced Scorecard methodology, the team developed a one-page strategy map, which detailed the objectives the team was trying to achieve and showed how they were connected.

Balanced Scorecard 95

Balanced Scorecard Workshop Supply Chain Objective 95

Six Disciplines

APRIL 27, 2011

“Here’s what differentiates this book: it bridges concept and principles to execution.” “Full of incredibly useful tools and charts -- all about how small businesses execute strategy.” Most importantly this book is about execution.” Skip Angel, Random Thoughts of a CTO).

CTO 101

CTO Books Balanced Scorecard Norton 101

Strategy Driven

JULY 13, 2011

Since the unit’s reported financial results were so good, the executives at the corporate headquarters didn’t ask many questions about the drivers of the unit’s profits – until it was too late. Numerous organizations have subsequently advocated and implemented the balanced scorecard idea.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

APRIL 21, 2014

companies now have at least two women on their executive committees. My gender consultancy firm, 20-First, has just published its annual Gender Balance Scorecard ( pdf ) of the top 300 companies in the world across the US, Europe and Asia. Of the 1,099 members of Executive Committees, 96% are men. None have a female CEO.

Execution 12

Execution Committee Balanced Scorecard Globalization 12

CO2

FEBRUARY 17, 2014

Monthly staff meetings are usually reserved for reviewing financial performance, balance scorecard objectives, and major actions that have been forecasted in the annual strategic planning meetings. Many senior executives become very impatient in these weekly meetings, and they tend to speed up topics that need more time.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

APRIL 8, 2015

One typical reason is that top executives haven’t managed to clarify something even more fundamental: how much priority they place on increasing profit margins. But in truth businesses rarely focus on only profitability; most strive to satisfy various stakeholders and meet the goals of balanced scorecards. Why is it that?

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

Harvard Business Review

NOVEMBER 29, 2010

For me, it evokes a wonderful old New Yorker cartoon by Robert Weber , where a small, meek accountant stands before the desk of an overfed chief executive exhorting the accountant to rescue the company: "It's up to you now, Miller. Consider " The Balanced Scorecard." The only thing that can save us is an accounting breakthrough."

Creative Accounting 15

Creative Accounting Creativity GAAP Balanced Scorecard 15

Harvard Business Review

NOVEMBER 8, 2017

Many strategy execution processes fail because the firm does not have something worth executing. Town hall meetings are organized, employees are told to change their behavior, balanced scorecards are reformulated, and budgets are set aside to support initiatives that fit the new strategy. Execution involves change.

Strategy 15

Strategy Bottom-up Balanced Scorecard Resistance 15

Harvard Business Review

APRIL 27, 2015

But business schools, which serve as talent pools for companies that are working on their own gender balance, seem stuck in yesterday’s statistics. Our Gender Balance Scorecard on Business Schools , the first scorecard we’ve done for B-schools , gives an overview of the top 100 schools (Financial Times ranking, 2015).

Balanced Scorecard 8

Balanced Scorecard Case Study Organizational Behavior Education 8

Harvard Business Review

OCTOBER 12, 2011

Some boards attempt a "balanced scorecard" approach , considering more than current year financials , with mixed success. Significantly, we made improvement in employee satisfaction an important component of executive pay. Eventually, the voluntary attrition rate fell to approximately 10%.

Long-term 12

Long-term Attrition Six Sigma Balanced Scorecard 12

Harvard Business Review

JANUARY 4, 2013

By seeking and valuing their perceptions, you increase their commitment, confidence, and the likelihood of getting traction when it is time to execute. Remember, those on the front lines have to deal with the reality of executing these things. Leave it up to them to smartly manage and execute in the moment. Be Consistent.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

Harvard Business Review

APRIL 5, 2016

One long-time United Way executive, for example , parlayed his social service experience into becoming a police officer and then detective at the age of 50. You basically want to put together your own balanced scorecard for career satisfaction and use it to help you make decisions and shape your next phase.

Career 8

Career Balanced Scorecard Consultative Learning-by-Doing 8

Harvard Business Review

MARCH 23, 2011

An executive decides on a different and better way to do things, and prepares a sales pitch that goes something like this: First: "We need to change. Many executives have never recognized this pattern of serial adoption of different approaches to what is essentially the same topic. Here's this new approach.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

JANUARY 21, 2011

Putting executives in charge of improving cross-functional processes in large organizations is akin to asking them to paddle a boat upstream. Incorporate these measures into the company's "balanced scorecard" or dashboard.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

NOVEMBER 23, 2010

Have you ever met a sales executive or a CIO who said: "Sales is too important to be left to Sales" or "IT is too important to be left to IT"? Second, line managers cant execute HR-related actions, like running interviews or performance appraisals, by nature. Im sick about it. I doubt it. This is how we conduct interviews. I doubt it.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

MARCH 19, 2014

Innovation managers execute improvements and simultaneously engage and develop people. With his experience in various change methods, such as business reengineering, Balanced Scorecards , and Lean, he applies just the right tool and method to fit the situation. The Innovation Manager. The final challenge: follow-through.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

First Friday Book Synopsis

FEBRUARY 1, 2012

Harvard Business Review on Aligning Technology with Strategy Various Contributors Harvard Business Review Press (2011) How and why technology should support your organization’s strategy…not the other way around This is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review.

Review 80

Review Technology Strategy Books 80

Harvard Business Review

FEBRUARY 25, 2013

Key Metric: the ratio of men and women (and nationalities) on the Executive Committee is the clearest indicator of a company's openness to 21st century realities. More than the much-publicized debates around boards, the executive team is the result of years of talent development. See our 2013 Global Gender Balance Scorecard.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

NOVEMBER 22, 2010

Comments The Buzz on Green Business in China I visited Beijing last week, speaking to a group of corporate executives assembled by a major NGO to work on climate change issues. Besides the meeting itself, I was struck by the considerable focus on green issues in China.

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

Harvard Business Review Cart My Account Downloads Explore Today on HBR Blogs Magazine Books Authors Store Harvard Business School Topics Change Management Competition Innovation Leadership Strategy Skills Emotional Intelligence Managing Yourself Measuring Business Performance Project Management Strategy Execution Industries Finance & Insurance (..)

Books 14

Books Guidelines Banking Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

Susaans work with senior executives over the last 30 years shows over and again that the people (mostly men) who rise to senior levels in organizations have a preference for operating in the abstract. Typically, these executives focus on the "what" and the "what if" and not the "how," which of course is the realm of process people.

Process 15

Process CEO Insurance Banking 15