Six Disciplines

MAY 10, 2011

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy. Of course, it doesn't have to be that way.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Norton 101

First Friday Book Synopsis

NOVEMBER 5, 2012

Here is the introduction to an interview of Henry Chesbrough conducted by Ron Norton for strategy+business magazine, published by Booz & Company. To read the complete article, check out other sources, sign up for email alerts, and obtain subscription information, please click here.

Norton 107

Norton Magazine Strategy Article 107

First Friday Book Synopsis

NOVEMBER 3, 2012

Here is the introduction to an interview of Henry Chesbrough conducted by Ron Norton for strategy+business magazine, published by Booz & Company. To read the complete article, check out other sources, sign up for email alerts, and obtain subscription information, please click here.

Norton 80

Norton Magazine Strategy Article 80

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

Leading Blog

DECEMBER 12, 2023

Blog Post ) Going on Offense : A Leader’s Playbook for Perpetual Innovation by Behnam Tabrizi (Ideapress Publishing, 2023) Going on Offense is a powerful resource for anyone looking to transform their organization and their people into a perpetual innovator. Change is not the exception, it’s the rule.

Books 287

Books Leadership Norton Edmondson 287

Strategy Driven

JULY 13, 2011

Some examples include new technologies, changes in customer preferences, new ways of serving customers, and disruptive threats. Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers. As with the other measures, what is important varies by industry.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

NOVEMBER 9, 2012

But given that today's CMO is often the main connection between the consumer and the company, a strong relationship with the CIO can allow her to leverage technology to better understand those customers. It's up to the CEO to ensure that marketing and IT are on the same page in terms of both innovation goals and risk management.

CIO 8

CIO Chief Information Officer Norton Technology 8