by Phil Jones | Updated 22 Feb, 2018 | Agile & learning organisations, Managing uncertainty & risk
What sort of decisions about the crisis improved, or worsened, shareholder value? It is useful to look back at the types of responses and decisions various organisations had to the credit crisis, and their speed, to see if there are patterns that influence...
by Phil Jones | Updated 4 Sep, 2023 | 4G Balanced Scorecard, Strategy implementation, Thought provokers
In this article we look at a really common statistic that was popularised with Norton & Kaplan’s approach: the “statistic” that 9 out of 10 of business strategies fail due to poor execution. Now, I have never believed it. It is attributed to...
by Phil Jones | Updated 27 May, 2020 | Strategy Mapping for Learning Organizations - The Book
My publishers have been busy and there is now a Kindle version of my book, “Strategy Mapping for Learning Organizations.” You can get it from the Kindle store on Amazon.co.uk (and I assume other Kindle stores)....
by Phil Jones | Updated 20 Jun, 2018 | Balanced scorecards and risk management, Managing uncertainty & risk
The way that balanced scorecards manage risks is completely misunderstood. It is nonsense to suggest that they do not mention, address or manage risks. Balanced scorecards do manage risk, when used as part of a strategic balanced scorecard approach. Then, Strategic...
by Phil Jones | Updated 25 Sep, 2012 | Agile & learning organisations, Strategy as a learning process
Isn’t that a great phrase, “Rigorous, intellectually honest, learning”.The phrase comes from a book called Nail it, Scale it by Paul Ahlstrom and Nathan Furr. The book is designed for entrepreneurs who are developing a proposition for a market. The...
by Phil Jones | Updated 26 Dec, 2017 | 4G Balanced Scorecard, Outcome thinking, Performance management
Outcome thinking and balanced scorecards look like two unrelated approaches to managing performance and results in organisations. However, they have very close connections. Learn how knowledgeable application allows these two, apparently different approaches, to work...
by Phil Jones | Updated 21 Feb, 2019 | 4G Balanced Scorecard, Agile & learning organisations, Emergent strategy
The Benefits managing Strategy as a Learning Process If, like many organisations, you want a more responsive and agile organisation that is sensitive to the changing demands of your environment, then the answer lies in the way your strategy and plans are managed: Your...
by Phil Jones | Updated 30 May, 2020 | Agile & learning organisations, Emergent strategy, Language of strategy
Deliberate or Emergent strategy: when considering strategy, planning and implementation, one choice is whether to have a strategy and a strategy management process, that is deliberate or emergent. There are, broadly, two ways to look at your strategy process:...
by Phil Jones | Updated 26 Jul, 2012 | Agile & learning organisations, Culture of performance
If you are in an organisation that has too many measures and targets, or relies on measures and targets to communicate your strategy and intention, then read on. This will help you diagnose the problem and point to some solutions. Watch the video and you can look at...