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.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

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. Unclear Objectives.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

Harvard Business Review

MARCH 23, 2011

The result: Employees get confused and cynical (senior management's "flavor of the month"). Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software).

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

DECEMBER 10, 2015

Many of them want to share responsibility in how the hospital is managed. At first, we worked with RIC as a consultant but then became its partner in 2009. Nearly all of our physicians (99%) are in private practice and are fiercely determined to remain independent.

Health Care 8

Health Care Committee Balanced Scorecard Discount 8

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.

Airlines 14

Airlines Report Guidelines Discount 14

Harvard Business Review

APRIL 21, 2011

That's true partly because so many organizations are still organized around functional silos, which are managed to optimize their own performance rather than to deliver value to customers. Then there's a third killer of continuous improvement: the performance management system. Did they play to employees' hearts, heads, ears, and feet?

Balanced Scorecard 15

Balanced Scorecard Short-term Competitive Advantage Long-term 15