by Phil Jones | Updated 4 Feb, 2012 | Culture of performance, Public Sector Balanced Scorecard, World of Public Sector & NFP
Sneaking under the radar in central government are a small team of ten people. Called the Behavioural Influence Team (BIT), they have a remit of using behavioural techniques to improve how government bring about change and improvement. They have just brought out...
by Phil Jones | Updated 15 Feb, 2018 | Ownership and buy-in
Working with a management team the other day, they showed me their recently created “Balanced Scorecard”. As is fairly common it was simply an excel spreadsheet showing a collection of measures, without any actions, projects, objectives or ownership. They...
by Phil Jones | Updated 23 Feb, 2022 | Quality of conversation
WARNING: This is controversial and provocative: Why do so many vision statements omit the obvious? Why do many (corporate) mission or vision statements omit the obvious? TO MAKE MONEY or “To create a return on the capital invested in the organisation by the...
by Phil Jones | Updated 3 Jul, 2018 | Public Sector Balanced Scorecard, Strategy maps & mapping
Let me ask you three questions about your Public Sector balanced scorecard: 1) What categories of measures are you using on your scorecard? Do they describe how change will occur? 2) Do you represent the multiple strategies that you are implementing, for instance...
by Phil Jones | Updated 18 Oct, 2017 | Avoiding communication mistakes, Strategy communication, Thought provokers
Whilst researching my next book, I was discussing with a Chief Executive how he communicated the culture his organisation. He explained that they published the revenue, margin and profit from every deal on the wall. Everyone knew what the overheads were so that they...
by Phil Jones | Updated 17 Sep, 2011 | Culture of performance, How we make & take decisions
Recently I have been interviewing executives who have either created exceptionally high performing cultures, or who have achieved significant cultural change, especially around deeply embedded learnt behaviours. In one discussion the Managing Director was contrasting...
by Phil Jones | Updated 7 Jul, 2017 | Communicating & Socialising Strategy, Planning communication, Strategy communication
Communication of strategy is not just about talking. It’s about people being different. Those people having different needs. Thinking in different ways and having different views of the world. You can hear it in their language, see it in their behaviour, and...
by Phil Jones | Updated 20 Oct, 2017 | Communicating change, Strategy communication
So you have told the story of the strategy, but do you back it up with actions. Are you communicating your strategy through your actions? Examples of communicating your strategy through your actions 1) I want to encourage excellent customer service. I measure the time...
by Phil Jones | Updated 18 Oct, 2017 | Communicating & Socialising Strategy, Strategy communication
Communicating the “how?” Communicating the strategy journey. We know where we want to go, quite clearly and tangibly. We know why we want to go there. But how do we get there? How do we make the journey? How do we communicate we mean business with this strategy?...