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How do we improve strategy, planning, performance and results in our organisations? Think agility, responsiveness, sustainability. Think learning (not merely control). Think Human Beings (not just employees). Think management appropriate to the 21st century… Explore the menu, topic cloud, or search. Learn about 4G Strategic Balanced Scorecards, Visit our main website. But to really improve contact Phil. [...] Challenge 2: Driving performance – KPI and driver models Having got control of their organisations, (Challenge 1), executives then want to drive change and improvement. So, a popular second stage is to attempt to focus effort and create change using a combination of KPIs and Performance Driver Models. Performance Driver Models are used to [...] Mistaken approaches to Balanced Scorecard Perspectives for NfP organisations To really create change and implement strategy in a charity, you need more than a simplistic scorecards. You have to be thinking modern Balaced Scorecard approach: One that systematically supports strategy and change. One impediment to their successful application is a failure to understand [...] Challenge 1: Getting control – operational Scorecards Many Executives start in a search for control and the basic discipline of management reporting. What we call, “Getting a grip on the organisation”. The approach they use is often to collect a wider view of measures across the organisation, reported in a way that provides greater [...] A linkedin question recently was about the integration of the Balanced scorecard framework and the Project hierarchy. The questioner desctibed their situation like this: “We have a top level strategy map for company-wide usually contains 15-25 main strategic objectives (for example: Regional sales growth). We are able to cascade each main strategic objective into [...] Does the Balanced Scorecard need to consider financial capital in the Learning & Growth perspective?The question A recent question on a Linkedin forum was, “Does the BSC need to explicitly consider the financial capital in learning and growth perspective? ” The questioner followed up with “Commercial organizations need funds such as equity and debt on an ongoing basis for continued operations and growth. But the learning and growth perspective [...] When I did my book launch at the Ritz this week, (Come on allow me to bask in glory for a while) . When I spoke I suggested that the way we manage is designed to absorb friction. Let me explain. The challenge of converting strategy into performance is neatly summed up by one of [...] Treat this as an off the wall, whimsical post – with a serious intent…. One thing that we all see far too much of – Management. One problem with many organisations is that we spend too much time managing, we create too many rules and practices and processes for management, in fact we create entire [...] I see many conversations about leading indicators and so many people getting confused or having arguments about whether an indicator is leading or lagging. This article provides a simple way of breaking through this problem. The whole debate about whether an indicator is leading or lagging is one of perspective. Not (simply) perspective in the balanced scorecard [...] I frequently see postings and hear statements where people suggest that strategy is about being different. Startegy is about differentiation. Saying strategy needs to be different is a myth. It is only a competitive strategy in a market to create distinct profits that requires difference. Actually strategy can be the same and can be copied – [...] I get this question a lot. It is not that people don’t understand planning, but there is oten an unclear line in their minds between where strategy stops and planning starts. I have met senior people in “Strategic planning” roles who describe their job title as an oxymoron. A contradiction in its own sentence. When [...] |
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