Leading Blog

SEPTEMBER 12, 2012

Strategy involves completion of goals, and the risk is the difference between those goals and the ability of the organization to achieve them.” The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” In a sense, strategy creates risk.

Strategy 281

Strategy Books Balanced Scorecard Mauborgne 281

Six Disciplines

JANUARY 31, 2014

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. What kind of strategy execution process is your organization using? The results?

Balanced Scorecard 110

Balanced Scorecard Process Execution Strategy 110

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? The results?

Balanced Scorecard 111

Balanced Scorecard Process Execution Strategy 111

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.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Norton 101

Six Disciplines

JUNE 7, 2011

How much more useful would Outlook be for you, individually and collectively as an organization, if you could also do: Strategic planning. Measurement (KPIs, balanced scorecard). Project management. Performance management. Time management (time tracking). Meeting management. Document management.

Balanced Scorecard 101

Balanced Scorecard Software Strategic Planning Document 101

Six Disciplines

MARCH 30, 2011

As large numbers of baby boomers retire, knowledge transfer becomes critical to an organization's sustainability and competitive edge. In a knowledge economy, firm-specific knowledge is critical to the sustainability, performance and innovation of organizations facing the imminent retirement of large numbers of baby boomers.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Storytelling 101

Strategy Driven

FEBRUARY 15, 2021

And as AI begins to make choices based on mining Big Data, the role of the CEO as patchcord between data input and decision output seems destined to become smaller and smaller until, at some point, an organization is going to run autonomously. He named that moment, the Singularity. He named that moment, the Singularity. It seems inevitable.

CEO 66

CEO Balanced Scorecard Supply Chain Sharpe 66

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. Subsequently, Dr Kaplan and I wrote our second book, The Strategy Focused Organization, which describes these principles.

Balanced Scorecard 98

Balanced Scorecard Kaplan Strategy Norton 98

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. Subsequently, Dr Kaplan and I wrote our second book, The Strategy Focused Organization, which describes these principles.

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. The change practitioner. The best way to implement change (i.e.

Balanced Scorecard 60

Balanced Scorecard Management Influence Objective 60

Six Disciplines

MARCH 15, 2011

Lassiter sites a recent study by Minnesota-based Digineer in which they found: 69% of the leaders surveyed are NOT confident in their organization’s ability to execute strategy. Identify key performance indicators that measure progress toward those goals.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Long-term 101

Change Starts Here

SEPTEMBER 13, 2016

It’s no coincidence that my transition to change practitioner included balanced scorecards to measure strategy execution. For most organizations, the end goal of change will be either financial or customer/mission-driven. Organization : How will the organization have to change? How many teams have been facilitated?

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

Change Starts Here

FEBRUARY 23, 2011

I recently had a conversation with an Organization Development professional who was frustrated by her organization’s “preoccupation with quantification&# – the requirement to measure and justify all initiatives and decisions by calculating their financial impact.

Balanced Scorecard 70

Balanced Scorecard Engineering Teamwork Objective 70

Strategy Driven

JULY 13, 2011

This framework shares some elements with the balanced scorecard concept that was introduced in a seminal 1992 Harvard Business Review article, The Balanced Scorecard: Measures That Drive Performance , by Robert Kaplan and David Norton. Copyright (c) 2011. About the Authors.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Six Disciplines

APRIL 27, 2011

”Overall, I found this book to be well-organized, yet a slow read because my brain kept exploding with ideas while reading selected units.” Skip Angel, Random Thoughts of a CTO). “The approach is current and I love that it ties technology and systems with strategy. Most importantly this book is about execution.”

CTO 101

CTO Books Balanced Scorecard Norton 101

CO2

FEBRUARY 17, 2014

In Death by Meeting , Patrick Lencioni provides an effective meeting model, but it doesn’t work for all organizations or every type of meeting. Some of these meetings may be right for your organization, and others may not. Consider adding new ones or canceling others based upon your organization’s particular needs.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

NOVEMBER 29, 2010

Hitler's human extermination empire was quite new in its scope, organization, and technology. Consider " The Balanced Scorecard." The Balanced Scorecard's primary form of novelty is that it takes into account the intangible assets that are so crucial for information-age companies.

Creative Accounting 15

Creative Accounting Creativity GAAP Balanced Scorecard 15

Lead Change Blog

MARCH 23, 2017

There is something every organization needs more than great leadership – they need a leadership culture. However, difficulty doesn’t give any organization permission to take a pass on this critical activity. Today, I believe the right answer for most organizations is family of metrics. Step 4 – Measure. How is this possible?

Balanced Scorecard 242

Balanced Scorecard Metrics Training Finance 242

Harvard Business Review

NOVEMBER 8, 2017

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. Let selection happen organically. And habits in organizations are notoriously sticky and persistent.

Strategy 15

Strategy Bottom-up Balanced Scorecard Resistance 15

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. It ain’t happening. Women make up 60% of university graduates, but that number falls precipitously at business schools.

Balanced Scorecard 8

Balanced Scorecard Case Study Organizational Behavior Education 8

Harvard Business Review

OCTOBER 9, 2017

An Organization that Listens and Heals. Here are some steps such organizations might take: Share patient stories and related lessons at every meeting. Not hearing the patient’s voice harms the patient and the clinician.

Balanced Scorecard 12

Balanced Scorecard Contingency Plans Active Listening Guidelines 12

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. The natural forces in the organization will tend to frustrate their every attempt to coordinate activities across functional boundaries. Minimize disturbance to the organizational structure.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

Harvard Business Review

MARCH 23, 2011

Organizations are overrun with improvement initiatives, from infrastructure overhauls to sales programs. So how can your organization avoid the process improvement hype cycle? Reflect on why initiatives have and have not worked in your organization. Customize an improvement approach for your organization.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

MARCH 19, 2014

Do you sometimes feel like your organization is flailing, barely able to keep up with the pace of change? And organizations need more individual leaders who can help everyone navigate through the new, speeded-up and volatile world. Have you been disrupted recently? You are not alone.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

JANUARY 4, 2013

When I was CEO of Campbell Soup Company, we used a balanced scorecard to create an explicit understanding of each employee in terms of what they were expected to accomplish, including financial objectives, market share objectives and key project objectives. Yes, organizations drift but you need to be persistent and follow through.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

Harvard Business Review

DECEMBER 10, 2015

Our organizations created a unique financial arrangement that mirrored a joint venture (basically, an “earn-in” opportunity for RIC to participate in the inpatient income stream), but Silver Cross retained its rehabilitation licensure. With an accountable care organization (ACO). This arrangement is precise and transparent.

Health Care 8

Health Care Committee Balanced Scorecard Discount 8

Harvard Business Review

FEBRUARY 25, 2013

Diversity and Inclusion" efforts focus on making the various "out" groups comfortable by organizing them (or allowing them to organize themselves) into affinity groups or employee resource groups. Today, most companies are still far from any level of balance at this level. See our 2013 Global Gender Balance Scorecard.

Energy 8

Energy Balanced Scorecard Metrics Policies 8

Harvard Business Review

NOVEMBER 23, 2010

Organizations that move into developing nations to help small technical businesses, must help those businesses manage their finances. Organizations that move into developing nations to help small technical businesses, must help those businesses manage their finances. Eventually, most collapse. Eventually, most collapse.

Books 14

Books Guidelines Banking Telecommunications 14

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

CO2

APRIL 18, 2012

What is fascinating is how often this effort fails not in determining the path forward for the business but in disseminating the information broadly and effectively to all the members of the organization that were not part of the decision making team. j) Use electronic score board on video monitors throughout organization.

Strategic Planning 145

Strategic Planning Planning Strategy Balanced Scorecard 145

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. Ive seen this in the organizations where Ive consulted. Is the balance right in your organization? We all have.

Process 15

Process CEO Insurance Banking 15

Strategy Driven

MARCH 7, 2014

Have you celebrated organizations that succeeded? Any company or organization is like a tree. At the banquet, the swell of pride from the winning organizations was heartening to see. However, recognition programs are a balanced scorecard that involves the scrutiny of the company and its leaders by credible outside sources.

Balanced Scorecard 71

Balanced Scorecard Budgeting Risk Management Learning-by-Doing 71

Harvard Business Review

NOVEMBER 29, 2010

John Cassidy has eloquently argued in the New Yorker that banks are largely "socially useless" organizations, which create what Ive termed thin value — they blow up every few years, when their "profits" are revealed to be as bogus as a three dollar bill, and people and societies are left holding the bag.

Banking 15

Banking Crisis Merton Guidelines 15

Harvard Business Review

NOVEMBER 30, 2010

As for more serious stuff, youll have to wait until March for Ran Spieglers upcoming book, Bounded Rationality and Industrial Organization. As for more serious stuff, youll have to wait until March for Ran Spieglers upcoming book, Bounded Rationality and Industrial Organization.

Retail 14

Retail Price Comparison Nalebuff 14

Harvard Business Review

JANUARY 4, 2017

They often turn to new projects before they’ve finished prior projects, and, in extreme cases, force their teams or organizations into chaos and instability. Complement this organization model with operational process. And empower those people to speak up and challenge you. Are you doing so today?

Agility 15

Agility Balanced Scorecard COO CFO 15

CO2

NOVEMBER 26, 2023

When people are aligned and prepared to make decisions, organizations and their employees act purposefully and swiftly. Predictably Unpredictable Organizations like to plan for predictable growth, and yet most organizations don’t grow or shrink in predictable ways. Describing why you exist as an organization.

Strategic Planning 78

Strategic Planning Planning Balanced Scorecard Mission Statement 78