by Phil Jones | Updated 25 Oct, 2017 | Examples & case studies, Modern Balanced Scorecards
There was a recent discussion on LinkedIn where someone suggested that the balanced scorecard was too expensive, complex and too long winded to implement, in small businesses. I disagree, from a perspective of having designed many for small business and not-for profit...
by Phil Jones | Updated 7 Jun, 2020 | 4G Balanced Scorecard, Agile & learning organisations
Sometimes I hear people say that their strategy is operational effectiveness. However Michael Porter explains that operational effectiveness is NOT a strategy, and should not be seen as a strategy. Why? Operational effectiveness as viewed by Michael Porter...
by Phil Jones | Updated 20 Oct, 2017 | Avoiding communication mistakes
When is a 25% cut an increase? In the case of the public sector cuts, when you want to communicate your strategy, create an imperative for change and protect your reputation. Let me explain. I feel a little sorry for Lord Young. He has been lambasted in the press...
by Phil Jones | Updated 22 Feb, 2018 | Emergent 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...
by Phil Jones | Updated 27 Oct, 2017 | Public Sector Balanced Scorecard
Dear Prime Minister, I understand your point that we should not just think about money, but the idea of measuring the nation’s happiness, fills me with woe (and my happiness quotient dropped as a result). Let me explain why I have some concerns about this idea...