Change Starts Here

JULY 9, 2013

A revolving leadership door had ushered four CEOs in and out in two years. Dubbed the Transformation Team, the group of 35 managers would be responsible for developing and executing the strategy of the organization. They also created a scorecard to measure their performance against each objective.

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.” ” (Trevor Hall, Servant-Leadership Blog). Most importantly this book is about execution.”

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. Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers.

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. The vast majority (89%) of companies have less than two women on their leadership team.

Execution 10

Execution Committee Balanced Scorecard Globalization 10

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

APRIL 27, 2015

You might expect organizations that teach the latest in leadership theory to practice what they preach. There is a raft of research showing that improving gender balance leads to enhanced business performance. And executive programs are even more male-dominated than MBA classes. It ain’t happening. All the talent.

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. In this case the leadership team decided to focus on creating long-term value, not quarter-by-quarter improvement, through a values-based culture with empowered employees.

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. This scorecard defined the "what." To define the "how," we used the Campbell Leadership Model , which highlighted six expectations we had for every employee. Be Consistent.

Mission Statement 15

Mission Statement Balanced Scorecard Objective Long-term 15

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. Select process owners with strong leadership skills and develop those skills even further.

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. Take over responsibility and leadership. Im sick about it. I doubt it.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

MARCH 19, 2014

He looks at his leadership team as a kind of sales force, each member of which should be developing a pipeline of opportunities to add more value all the time. Innovation managers execute improvements and simultaneously engage and develop people. Change management Leadership Leadership development' The Innovation Manager.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

FEBRUARY 25, 2013

Much of the Anglo-Saxon debate about "women in leadership" is framed as an issue of women's "choices." The implication is that women "choose" to gear down their careers in favor of work-life balance. The real issue is to develop the corporate leadership skills to manage a feminizing talent pool and a feminizing customer base.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

NOVEMBER 22, 2010

I wrote a couple of months ago about Chinas leadership in the clean tech race , but at the macro level. 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. Thats what Chinas Hi-Tech Fair is doing.

NGO 14

NGO Chemicals Guidelines Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

Operations : Approaches problems practically; stands firm on issues, perseveres; maintains a standard of consistency and quality; provides stable leadership and supervision; develops detailed plans and procedures; implements projects in a timely manner; keeps financial records straight. Is the balance right in your organization?

Process 14

Process CEO Insurance Banking 14

Harvard Business Review

NOVEMBER 23, 2010

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Books 13

Books Guidelines Banking Telecommunications 13

Harvard Business Review

NOVEMBER 30, 2010

As Tom Davenport, Larry Prusak, and I talk to people about our current research, we hear broad support for its central thesis: that good judgment is not only something required of individuals in leadership positions; it is something that must be embedded in organizations as a whole.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

NOVEMBER 23, 2010

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Guidelines 13

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 13

Strategy Driven

MARCH 7, 2014

Courage and leadership. I was then challenged to come up with such a program, the result being the Leadership in Action Awards. However, recognition programs are a balanced scorecard that involves the scrutiny of the company and its leaders by credible outside sources. Mature confidence and informed judgment.

Balanced Scorecard 71

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 71

CO2

APRIL 18, 2012

If you use a Balance Scorecard model take employees through the basics so that they can understand the meaning behind what you are about to explain to them. Some organizations have had very bad plans or poor execution of plans, which can give you a bad rap among employees. Explain any new terms or definition of terms.

Strategic Planning 145

Strategic Planning Planning Strategy Balanced Scorecard 145

Harvard Business Review

NOVEMBER 29, 2010

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Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

NOVEMBER 30, 2010

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Retail 13

Retail Price Comparison Nalebuff 13

Harvard Business Review

NOVEMBER 23, 2010

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Airlines 13

Airlines Report Guidelines Discount 13

Harvard Business Review

JANUARY 4, 2017

I’ve recently been thinking about this with regard to how leaders can be more strategic, able to effectively execute the core of their business while remaining open to trends in the market and adapting to meet them. I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility.

Agility 14

Agility Balanced Scorecard COO CFO 14

Harvard Business Review

NOVEMBER 12, 2012

Solution : Make gender balancing a strategic initiative, led by the CEO, framed as a lever to achieving business strategy, not as a separate initiative for already overburdened executives. This isn't balance, it's just Mad Men, repainted. Gender balance will never happen without the support and understanding of male managers.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

DECEMBER 23, 2014

Ten countries have signed on, and the gender balance on these countries’ boards has improved significantly. However, much of the improvement has come from the addition of women as non-executive board members, the trickle down effect on executive teams has not been obvious, and the benefits remain hotly debated.

Company 8

Company Balanced Scorecard Report Metrics 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. The article defines the types of decisions executives have to make; lays out best practices for structuring major decisions; and warns about typical mistakes that get made along the way. Great leadership is extraordinarily difficult.

Management 8

Management Balanced Scorecard NPV Article 8

Let's Grow Leaders

MAY 27, 2015

Their leadership knew their processes needed rigor, so they called me in to take a look and help them create a scalable model. I will help that call center build a meaningful balanced scorecard, and recommend they include NPS, but not without telling this cautionary tale.

Balanced Scorecard 180

Balanced Scorecard Call Center Guidelines Survey 180

Harvard Business Review

NOVEMBER 23, 2010

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Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

Harvard Business Review

NOVEMBER 24, 2010

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Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15