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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 two different experiences she had had. The first, when working for another organisation she had no exposure to the finances, [...] Back in the dot.com boom around 2000 I was Chief Technology Officer of a start-up that changed direction 180 degrees in 6 months. Within the first six months we had speed: we had our solution up and running to demonstrate a net-market for trading materials between cable manufacturers and their suppliers. (The solution cost around [...] On a Linkedin discussion a Chief Executive from a Housing Association asked about how best to go about a) the process of identifying and measuring leading performance indicators. b) with practical experience of implementing performance management systems and cultures. Having worked with Housing Associations in the past, here were seven quick tips (Which would apply [...] At an Institute of Director’s economic briefing in November, the Chief Economist of the IOD said that we are still facing uncertainty, its just that the uncertainties are changing. I think the uncertainty continues to change, especially with impending elections and economic fog. Therefore I find two tools most useful in this time of uncertainty [...] Using Judgement and Evidence in Modern Balanced Scorecards: the use of subjective and qualitative measures. Audience questions and responses I presented a BetterManagement webinar on this subject, on 14th October, and it received a lot of interest. You can listen again to the webcast on the better management site (See link at the end) Here [...] Eight ways your balanced scorecard should be helping you in the economic climate (Part 2) This article provides four more ways that a good balanced scorecard should be helping you. It also includes a check list you can action immediately. In the last article I explained four ways in which your balanced scorecard should be [...] A culture of performance Good performance should develop a culture of performance, rather than one of “Measure mania” and “The tyranny of targets”. This underpins how we implement balanced scorecards that make a difference to an organisation I define a culture of performance as: A visible and explicit pattern of behaviour, actions and values, working [...] Principles of Effective Balanced Scorecards Part 5 “Strategy is about what we choose to do, and what we choose not to do” Michael Porter You’ll recall, in a previous blog, we talked about a useful test of any scorecard or strategy map is, “Can I tell the strategy from this?” You will have already realised [...] Getting a sense of perspective Similarities between the balanced scorecard and how our eyes work Yesterday I got something in my eye and it irritated the lens surface so much I was going around much of the day with one eye closed. Not only was it very painful and irritating, it made it difficult [...] Satisfying the accountants, or a deeper cultural issue My son came home from his sixth form studies last week and told me that he had been invited in to see and act as the questioning audience to a series of business studies AS level presentations. The business studies students were practising presenting their business cases [...] |
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