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 fourth dimension is YOU. The change practitioner.

Balanced Scorecard 60

Balanced Scorecard Management Influence Objective 60

Change Starts Here

SEPTEMBER 13, 2016

It’s no coincidence that my transition to change practitioner included balanced scorecards to measure strategy execution. When you start to consider how to measure change, it’s easy to get stuck. Even now, my work helping people influence change still includes identifying measures to track progress and increase accountability.

Balanced Scorecard 60

Balanced Scorecard ROI Goal Project 60

Change Starts Here

JULY 9, 2013

Having agreed on what should be fixed and on a vision for the future, the team’s next workshop a few months later got more specific about how they would achieve it. They also created a scorecard to measure their performance against each objective. Contact me to learn how we can work together to influence change.

Balanced Scorecard 95

Balanced Scorecard Workshop Supply Chain Objective 95

Six Disciplines

APRIL 27, 2011

“In reading the book, I’m struck that the author spends time focusing on HOW to achieve maximum benefit from each of the six interdependent Disciplines, and not just providing a laundry list without explanation.” “Instead, this is meant to read more as a how-to manual. ” (Ethan Johnson, The Vision Thing).

CTO 101

CTO Books Balanced Scorecard Norton 101

Strategy Driven

JULY 13, 2011

Addresses how to ensure your company has the right governance, performance measurement, and internal discussions to encourage value-creating decisions. Numerous organizations have subsequently advocated and implemented the balanced scorecard idea. Effectively applies the theory of value creation to our economy.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

CO2

FEBRUARY 17, 2014

This annual strategic review and planning meeting may take as long as a week (because you will be pre-deciding how to act should certain key assumptions come to pass), but when done well it leads to a more purposeful and energized commitment to the future. People won’t lose sight of the destination midway through the year.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

APRIL 8, 2015

But in truth businesses rarely focus on only profitability; most strive to satisfy various stakeholders and meet the goals of balanced scorecards. However, they are not as strategic in their thinking about how to capture value. Business models Pricing Balanced scorecard'

Balanced Scorecard 8

Balanced Scorecard Company Price KPI 8

First Friday Book Synopsis

JANUARY 13, 2013

BOOK REVIEWS Likeable Social Media: How to Delight Your Customers, Create an Irresistible Brand, and Be Generally Amazing Dave Kerpen Taking Flight!

Blog 95

Blog Media Brand Review 95

First Friday Book Synopsis

JANUARY 27, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Master and His Emissary: The Divided Brain and the Making of the Western World Iain McGilchrist Mastermind: How to Think Like Sherlock Holmes Maria Konnikova The Fourth Great Awakening & the Future of Egalitarianism Robert [.].

Blog 95

Blog Review Books How To 95

Harvard Business Review

JANUARY 21, 2011

Incorporate these measures into the company's "balanced scorecard" or dashboard. Appoint process owners not just to address a crisis, but to improve performance on broad customer-defined measures that cut across functions and need sustained attention.

Process 15

Process Supply Chain Balanced Scorecard Engineering 15

First Friday Book Synopsis

FEBRUARY 1, 2012

Harvard Business Review on Aligning Technology with Strategy Various Contributors Harvard Business Review Press (2011) How and why technology should support your organization’s strategy…not the other way around This is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review.

Review 80

Review Technology Strategy Books 80

Harvard Business Review

APRIL 5, 2016

We all learn how to cope in particular work environments – how to relate to people, how to dress, how to act, what can be questioned, what should be accepted, and so on. We have to figure out how to behave all over again. When we switch to a new environment, however, all bets are off. This can be trying.

Career 8

Career Balanced Scorecard Consultative Learning-by-Doing 8

Harvard Business Review

MARCH 19, 2014

They understand the big picture, but also sense the truth about what’s possible today, balancing facts and firsthand experience. They are pragmatic and opportunistic, and know how to create a sense of urgency amongst their teams. Ever since, he has been very conscious of costs and comparisons of leaders and laggards.

Balanced Scorecard 8

Balanced Scorecard Innovation Globalization Micromanagement 8

Harvard Business Review

JANUARY 4, 2013

Here are a few thoughts on how you can more effectively address these issues and reach your goals in an authentic and enduring way. Collaboratively Develop The "What" And The "How". Before anything else, you engage stakeholders in a conversation about where you are, where you want to go, and how to get there. Respect Autonomy.

Mission Statement 16

Mission Statement Balanced Scorecard Objective Long-term 16

Harvard Business Review

NOVEMBER 23, 2010

Moreover, almost everybody in a company has certain opinions about how to do HR. If you want to conduct an employee survey, ask business stakeholders about its relevance and how to do it. But it must be HR that decides how things are done, based on the professional knowledge and insights only HR people will have.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

OCTOBER 17, 2018

The balanced scorecard was initially popularized in the early 1990s as a way for companies to look at varying aspects of the business, from customer satisfaction, to financial well-being to operational outcomes, all in one simple read-out. In some cases, a little data can be worse than having no data at all; it can invite hubris.

Balanced Scorecard 10

Balanced Scorecard Team Benchmarking Efficiency 10

Harvard Business Review

NOVEMBER 30, 2010

Comments The Next Frontier of Judgment - Across Enterprises (Larry Prusak, Brook Manville, and Tom Davenport are at work on a book on judgment and how to cultivate it as an organizational, not just individual, strength.

Guidelines 14

Guidelines Education Telecommunications Emotional Intelligence 14

Harvard Business Review

NOVEMBER 23, 2010

More on: Managing yourself , Morale , Work life balance Join the Discussion | More by This Author | Email/Share Previous The Right CEO Personality for Process Improvement Next How to Turn Garbage into Gold Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Guidelines 14

Guidelines Telecommunications Emotional Intelligence Balanced Scorecard 14

Harvard Business Review

NOVEMBER 23, 2010

But they have very little interest in how to get the ideas put into operation. Typically, these executives focus on the "what" and the "what if" and not the "how," which of course is the realm of process people. But they have very little interest in how to get the ideas put into operation.

Process 15

Process CEO Insurance Banking 15

Harvard Business Review

NOVEMBER 30, 2010

More on: Consumer goods , Decision making , Strategy Join the Discussion | More by This Author | Email/Share Previous How to Turn Garbage into Gold Next With New York Schools Appointment, Bloomberg Did it His Way Never miss a new post from your favorite blogger again with the Harvard Business Review Daily Alert email.

Retail 14

Retail Price Comparison Telecommunications 14

Harvard Business Review

JANUARY 4, 2017

How to Create an Exponential Mindset. To ensure consistency, develop strong dashboards and balanced scorecards to assure outcomes are consistently reached and continually improving. If in doubt, ask a spouse, best friend, or close work colleague — they almost always know. You and Your Team Series. Thinking Strategically.

Agility 15

Agility Balanced Scorecard COO CFO 15

CO2

NOVEMBER 26, 2023

It’s better to explore many possible outcomes, barriers, and opportunities, and pre-decide how to act should key assumptions come to pass. You’ll know how to act no matter what the future holds. Agree upon what data to collect, how to collect it, and how to use it. The more democratic the process, the better.

Strategic Planning 78

Strategic Planning Planning Balanced Scorecard Mission Statement 78

Harvard Business Review

MAY 18, 2015

Psychologists have found that the same type of compare and contrast technique is also a superior method for teaching adults how to apply abstract business principles to new situations like complex negotiations. She gets it.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8

Harvard Business Review

DECEMBER 19, 2012

Make it easy for customers to migrate to social care by providing Twitter handles and hashtags, demonstrating how you actively resolve issues, and encouraging customers to communicate their positive interactions (providing them with online badges, for example). How to Find New Competitive Knowledge in Social Media. The metrics.

Balanced Scorecard 9

Balanced Scorecard Media McKinsey Metrics 9

Harvard Business Review

NOVEMBER 12, 2012

For instance, make sure targets are gender neutral and focused on balance, not women, e.g., a minimum of 35% (or 50%) of either gender at all levels across all functions. Our annual Global Gender balance Scorecard shows that 63% of the women sitting on Executive Committees of the top 100 US companies are in support functions, not P&L roles.

Diversity 8

Diversity Balanced Scorecard P&L Committee 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. Garvin was a generalist more than a specialist, perhaps because he came of age at HBS during the 1980s, when the school’s primary focus was the development of skilled general managers. He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Harvard Business Review

NOVEMBER 24, 2010

The catch is that most companies dont know how to reflect. So heres how to craft your own reflection items. On the odd occasion most boardrooms reflect, reflection often starts with "how." If thats what to reflect on, here are a few tips for how to reflect better. The catch is that most companies dont know how to reflect.

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15