Leading Blog

SEPTEMBER 12, 2012

Each chapter defines the objective, the context and the challenge—and then what success looks like and the pitfalls you might encounter. There are a number of ways to get the answers to these questions. Max McKeown has created a strategy reference work – The Strategy Book – to guide you to the answers. Well thought out and helpful.

Strategy 280

Strategy Books Balanced Scorecard Mauborgne 280

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. Try this simple test.

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

MAY 18, 2015

McKinsey and Company reported similar findings from its Organizational Health Index as did Timothy Devinney at Australia’s University of Technology in a recent experiment. They do a fine job of requiring leaders to spell out what the strategic objectives are , but they rarely require leaders to get clear about what they are not.

Strategy 8

Strategy Balanced Scorecard Sull Supply Chain 8