CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. Budget Alignment The budget, incentive structure for the employees, and customer success metrics are not aligned with the strategic plan. If you aren’t sure, you’re not alone.

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. Budget Alignment. The budget, incentive structure for the employees, and customer success metrics are not aligned with the strategic plan. If you aren’t sure, you’re not alone.

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. So, these are the five principles that transcend economies and cultures.

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. So, these are the five principles that transcend economies and cultures.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Norton 85

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. The strategy consultants come in, do their work, and document the new strategy in a PowerPoint presentation and a weighty report.

Strategy 15

Strategy Bottom-up Balanced Scorecard Resistance 15

Harvard Business Review

JANUARY 21, 2011

Incorporate these measures into the company's "balanced scorecard" or dashboard. For example give the process owner access to senior leaders, involvement in all major and monthly review meetings, budget control, a powerful title, and a say in rewards and incentives for managers. Also, process owners control IT budgets.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15