One of the difficulties with strategic away days and strategic planning days is in their name: they are only a day. Last week I had a day and a half with a team: A team that hardly new each other as they were coming from four different countries and Operating Companies within the same group. [...]
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Recently a client was having a few problems with their planning process. How to engage with their managers, getting the tools of strategy and performance to make coherent sense as a whole, making the story of their strategy clear, making it easy to manage and deliver. They had a really good lean deployment methodology which they had learnt from [...] This post is about using the approach in “Good Strategy Bad Strategy” to question, review and develop an organisation’s strategy. I think ”Good Strategy – Bad Strategy” by Richard Rumelt is one of the best books on strategy I have come across. I was one of the first to read it, and once [...] A client recently asked an important question. They are in the middle of strategy development and planning. They want to move to more useful measures and a better grip on the organisation. They are considering a strategic balanced scorecard approach. There is so much they could do they don’t want to be scared off, get [...] We are seeing new business models emerge: Can our approach to managing strategy and performance accommodate them? The traditional models of customer intimacy, differentiation, and markets being “talked at” by companies, are being replaced. (See Grant Leboff, Sticky marketing) Social media and other internet technology means that the conversations amongst customers have much wider credibility. [...] So what planning horizon should I use for my balanced scorecard? 1 year, 2 years, 6, 10 perhaps? First recognise that different tools in the overall Balanced Scorecard approach to strategic management are for different planning horizons. Tangible future for 10 years, strategy map for 2-5 years, and scorecards measures for 12-24 months, whilst targets [...] You might be wondering whether you should use a Balanced Scorecard for strategic planning process. Here is my response to that very question. Don’t use “a balanced scorecard”: use “The Balanced Scorecard Approach”. The Balanced Scorecard approach is an effective, systematic approach to capturing strategy (Strategy maps), Planning (the alignment between strategy maps and scorecards) [...] In this video, (the third of three) Steve Lunn talks to Phil Jones about how he changed the incentive and reward system at Anglian Water using the Strategic Balanced Scorecard Approachas a central part of their Transformation project. A significant part of the transformation programme carried out at Anglian Water, was changing the incentive and [...] Ever wanted to ensure you engaged people and managed to change attitudes and performance, as you rolled out your strategic balanced scorecard? In this video, Steve Lunn talks to Phil Jones about their work together at Anglian Water (AW) as AW rolled out a strategy to support their de-regulation and moving from a public sector [...] A client in the public sector are undertaking a large lean initiative to reduce costs and improve services. When I started talking to them about fourth generation balanced scorecards, they asked how it related to their “Strategy deployment matrix”. I must admit I had not heard of these, though the title seemed self-explanatory. So, I [...] |
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