CO2
AUGUST 14, 2017
According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study.
CO2
AUGUST 14, 2017
According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. And Kotter International determined that, on average, 70% of new, large-scale strategic initiatives fall short of their goal, as did a similar McKinsey & Company 2009 study.
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Harvard Business Review
MARCH 23, 2011
In 2009, Grainger's senior management team decided to reflect on their history with improvement initiatives before deploying a Lean-based continuous improvement system. Each generation of leaders seems to rediscover process improvement in a different package. So how can your organization avoid the process improvement hype cycle?
Harvard Business Review
DECEMBER 10, 2015
At first, we worked with RIC as a consultant but then became its partner in 2009. Take Silver Cross’s joint operating committee with RIC, which convenes on a quarterly basis to review Balanced Scorecard metrics on quality of care, patient experience, volume, and efficiency.
Harvard Business Review
NOVEMBER 23, 2010
Savage is the author of The Flaw of Averages (Wiley, 2009) and of an HBR article with the same title , chairman of Vector Economics , Inc (VectorEconomics.com), an adjunct faculty member at Stanford and Cambridge, and a frequent lecturer on risk modeling.
Harvard Business Review
APRIL 21, 2011
In September 2009 the Palladium Group , founders of the Balanced Scorecard, launched "XPC — The Execution Premium Community" for senior strategy professionals worldwide.
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