by Phil Jones | Updated 29 Oct, 2018 | Agile & learning organisations, How we make & take decisions
Back in the dot.com boom around 2000 I was Chief Technology Officer of a start-up that changed direction 180 degrees in 6 months. Within the first six months we had speed: we had our solution up and running to demonstrate a net-market for trading materials between...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Alignment, Strategy implementation, Strategy maps & mapping
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...
by Phil Jones | Updated 15 Sep, 2011 | 4G Balanced Scorecard, Strategy
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...
by Phil Jones | Updated 22 Feb, 2018 | Balanced scorecards and risk management, Managing uncertainty & risk
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...
by Phil Jones | Updated 21 Jun, 2018 | Balanced Scorecard Alignment, Strategy maps & mapping
Last week I had a conversation with a client who already has a strategy map (or so I thought). However when I asked about their cause and effect model across the perspectives they sounded blank. It turned out that what they were calling a strategy map was actually an...
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 3 Jul, 2018 | Balanced Scorecard Perspectives, Strategy maps & mapping
Are you thinking of using shareholder return or shareholder value statements at the top of a strategy map or balanced scorecard. Some organisations want shareholder value at the top Rather than linking their financial objectives to profitability, some organisations...
by Phil Jones | Updated 20 Jun, 2018 | Balanced scorecards and risk management, Managing uncertainty & risk
How do you manage risks with the balanced scorecard? How is risk management integrated with the balanced scorecard? I’ve been thinking about this. A little thought brought me to three conclusions about the balanced scorecard and risks. To get to these...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Alignment, Strategy maps & mapping
This post is about the structure of a strategy map and the importance of using a purpose or mission statement at the top to anchor the strategy you are describing. Before we detail the financial perspective we must position the organisation’s purpose or mission...