Blog Posts

Post Category: ‘Strategy planning, alignment and implementation’

Why fly an untested strategy: Testing your organisation’s strategy against the external environment

You would not fly a plane  or drive a car that was untested – so why do we sometimes try to execute untested strategies? There are lots of ways to test a business strategy and check its validity.  Recently, I was running a strategy workshop for an Executive team of an international retail bank: I was delighted when the Executive team did one …

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Do 9 out of 10 strategies really fail? I don’t think so!

Given the Balanced Scorecard approach is now twenty years old, it is worth looking back at the assumptions, myths, and where it has come from:  Also where it is now. In this article we look at a really common statistic that was popularised with Norton & Kaplan’s approach: you may have come across the “statistic” that 90% business strategies fail …

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Hosin Planning and the Strategic Planning process

A recent question on Linkedin was about deploying Hosin Planning as a part of a strategic Planning process.  Few respondents seemed to have come across this in action, so here was my response: Untangling problems with Hosin Planning Let me tell you about a client I helped that was using Hosin Planning, strategic planning and the Balanced Scorecard , got …

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What is the difference between strategy and planning?

I get this question a lot.  It is not that people don’t understand planning, but there is often 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 I train people in strategy …

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Lessons from another Strategic Planning workshop

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.  That meant that we had …

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Making sense of Lean, Strategy and Business as Usual scorecards

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 Unipart: it included the Lean …

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Strategy roll-out:Which part of the balanced scorecard elephant to eat first

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 indigestion or bite off more …

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What planning horizon for my Balanced Scorecard and my strategy

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 and actions are only 6- …

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Should you use a Balanced Scorecard for Strategic Planning?

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) and for communicating and managing …

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Changing the incentive and reward system using the Balanced Scorecard approach

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 reward structure.  Of course, changing …

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