Blog Posts

Post Category: ‘Strategy & Strategic thinking’

Balanced Scorecards and Lean (1): The Policy Deployment Matrix

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 Strategy Deployment Matrix before, though the title seemed self-explanatory.  So, I did …

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What is the difference between Mission and Vision (Part 1)

So often the words, Mission and Vision, are confused and used without clarity. The jargon gets in the way. How can we clearly distinguish between them?

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Emergent strategy is not lazy strategy

An interesting discussion about emergent strategy came out of a presentation I did last night, for a group of Directors, about thinking strategically in the current economic climate. Early on I made a clear distinction between deliberate strategy and emergent strategy.  Deliberate strategy is where you have a goal and your plans are focused around driving towards that goal.  The …

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Strategy in uncertainty: what tools are useful?

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 (and changing uncertainty): 1) Value …

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Judgement and Evidence: Audience Q&A

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 are all the questions that …

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Integrating rolling and continuous budgeting with your Strategy

The challenge… Increasingly businesses are waking up to the fact that traditional, annual budgeting can constrain, as much as it controls and plans. No-one is saying, “Ignore the money”. However, it is a tool designed for centralised planning over relatively long and stable periods. The forecast we made before month 1 even started, becomes our fixed target for the next …

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Eight ways your balanced scorecard should be helping you in the economic climate (Part 2)

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 helping you in the current …

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A culture of performance

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 to achieve the organisation’s overall …

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Principles of Effective Balanced Scorecards Part 5

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 that if you cannot, then …

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Is your strategy inside your peoples’ heads?

Years ago, I the organisation I worked for did some research about the understanding of strategy.  It suggested that as few as 5% of the people in an organisation understand the strategy. It did seem  extreme to me, but it was worrying.  Whether or not it is true for  your organisation, it is worrying.  Even if it is out by …

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