by Phil Jones | Updated 6 Oct, 2020 | Thought Provoker Newsletters
Given the various conversations I have with clients about strategy and culture and performance, I thought you would find this interesting… In an interview with Jim Collins (Author of Good to Great and Built to Last), about his years of research into organisational...
by Phil Jones | Updated 20 Jun, 2018 | Thought provokers
Boy was I getting frustrated! I was reading the latest version of ISO9000:2015 and the link it says organisations should establish between its quality management system and the organisation’s strategic direction. As I spend all my time helping clients with...
by Phil Jones | Updated 4 Jul, 2017 | 4G Balanced Scorecard, Organisations are Social systems
Upside down organisation charts are re-drawn with a purpose: to invite executives to think differently about their organisation and their role. This article explains how to draw them upside down (it is not simply turned upside down) and how the changed perspective...
by Phil Jones | Updated 26 Oct, 2017 | Examples & case studies, KPI & measure design, Performance management
Leading and lagging indicators seem to create confusion for some people, yet with a clear understanding, it is easy to see explain how they work and help people think productively about how to create and use them. In this article I want to explain how different types...
by Phil Jones | Updated 27 Oct, 2017 | 4G Balanced Scorecard, Behavioural & cultural change, Culture of performance, Paradigm shifts, Quality of conversation
Most of what we see in “Balanced scorecards” are technical tools. Many of the questions we see and hear on balanced scorecard forums are technical questions. Many balanced scorecard projects are seen as, primarily, technical projects. This applies to of...
by Phil Jones | Updated 30 May, 2020 | Balanced Scorecard Design Principles
I often see people asking for Balanced Scorecard templates and offers of templates. These might be OK for measures but not for strategic balanced scorecards. I know why but it is not an approach to strategic alignment and execution. I only raise this because recently...
