This document discusses how organizations can effectively execute their corporate strategies through optimizing processes across the strategic lifecycle. It identifies that sound strategic planning, portfolio management, project management, organizational change management, and operations are all critical to achieving business objectives. However, these functions are often disconnected, leading to obstacles. The key is understanding how to accomplish goals through clear processes and information flow between the strategic planning, execution, and benefits realization phases. Proper strategic alignment, best practices, performance management, and an adaptive organizational culture are necessary for successful strategy execution.
This document summarizes the key elements of strategic business planning for high performance organizations. It discusses developing a mission statement, conducting a SWOT analysis to identify internal strengths and weaknesses and external opportunities and threats. This includes analyzing critical issues and compiling a critical issues report. The goal is to formulate strategies to guide the organization and address gaps between its current performance and what is needed to respond to internal and external factors. Strategic business planning requires commitment from leadership and involvement of employees to build understanding and commitment to the resulting plan.
Keith Atteck presented on developing an effective information governance strategy at the ARMA Canada Conference in 2016. He emphasized that strategy connects the present to the future. Atteck has over 20 years of experience in information governance, records management, and project management. He discussed how to articulate a clear IG strategy by connecting to stakeholders' needs, demonstrating value, and linking initiatives to organizational objectives. Atteck also stressed the importance of change management, defining metrics and success measures, and establishing controls to manage and verify success of the strategy.
Strategic planning provides benefits to non-financial managers but requires time and effort. Key benefits include clearer organization purpose and goals, improved employee commitment, and better resource utilization. While strategic planning takes one month or more and ongoing review, failing to plan can negatively impact an organization's future. Feedback suggests only 45% are satisfied with the process currently. Suggestions to improve it include advance information sharing, integrating strategic decisions into compensation, and tracking outcomes beyond financial targets.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Strategic management theory and practicestrategic contromayank272369
This document discusses strategic control and crisis management. It outlines a 5-step process for strategic control: 1) determining the focus of control, 2) establishing standards/benchmarks, 3) measuring performance, 4) comparing performance to benchmarks, and 5) taking corrective action if needed. Strategic control is important for evaluating strategy success/failure and making adjustments. It also discusses the importance of monitoring the external environment and being prepared for crises through planning.
This document summarizes the key elements of strategic business planning for high performance organizations. It discusses developing a mission statement, conducting a SWOT analysis to identify internal strengths and weaknesses and external opportunities and threats. This includes analyzing critical issues and compiling a critical issues report. The goal is to formulate strategies to guide the organization and address gaps between its current performance and what is needed to respond to internal and external factors. Strategic business planning requires commitment from leadership and involvement of employees to build understanding and commitment to the resulting plan.
Keith Atteck presented on developing an effective information governance strategy at the ARMA Canada Conference in 2016. He emphasized that strategy connects the present to the future. Atteck has over 20 years of experience in information governance, records management, and project management. He discussed how to articulate a clear IG strategy by connecting to stakeholders' needs, demonstrating value, and linking initiatives to organizational objectives. Atteck also stressed the importance of change management, defining metrics and success measures, and establishing controls to manage and verify success of the strategy.
Strategic planning provides benefits to non-financial managers but requires time and effort. Key benefits include clearer organization purpose and goals, improved employee commitment, and better resource utilization. While strategic planning takes one month or more and ongoing review, failing to plan can negatively impact an organization's future. Feedback suggests only 45% are satisfied with the process currently. Suggestions to improve it include advance information sharing, integrating strategic decisions into compensation, and tracking outcomes beyond financial targets.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Strategic management theory and practicestrategic contromayank272369
This document discusses strategic control and crisis management. It outlines a 5-step process for strategic control: 1) determining the focus of control, 2) establishing standards/benchmarks, 3) measuring performance, 4) comparing performance to benchmarks, and 5) taking corrective action if needed. Strategic control is important for evaluating strategy success/failure and making adjustments. It also discusses the importance of monitoring the external environment and being prepared for crises through planning.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
MorganFranklin is a consulting firm that helps organizations optimize operations through business assessments and strategic improvements. They evaluate organizations across multiple dimensions, including people, processes, technology, and data, to identify misalignments and inefficiencies. MorganFranklin then works with clients to design and implement solutions like new operating models, performance metrics, and process improvements. The document provides examples of how MorganFranklin has helped clients in various industries strengthen their finance functions, optimize operations, and prepare for growth through organizational assessments and recommendations.
This document provides an overview of strategic management. It defines strategic management as a process that includes analyzing the external and internal environment, formulating strategies to match strengths/weaknesses with opportunities/threats, implementing strategies, and measuring success through strategic control. The five steps of the strategic management process are discussed in detail. The document also discusses different perspectives on strategic management, including the scientific and artistic views, and the influences of industrial organization theory, resource-based theory, and contingency theory.
The document summarizes key topics from a nonprofit leadership course, including an overview of strategic planning for nonprofits. It discusses defining an organization's mission, intended impact, and theory of change. It also covers establishing strategic priorities, resource implications, and performance measures. Sample mission statements are analyzed and small group exercises are outlined to help participants develop strategic clarity for a selected nonprofit.
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
Creating Competitive Advantage with Strategic Execution Capability V1.0Jon Hughes
The document discusses the Strategic Execution Framework (SEF), which is a model that helps organizations align strategy creation with execution by assessing six key capabilities: Ideation, Nature, Vision, Engagement, Synthesis, and Transition (INVEST). Conducting a diagnostic using the SEF can identify strengths and weaknesses in these capabilities and their linkages. Addressing weaknesses through initiatives to develop capabilities can help organizations more effectively execute strategies and gain competitive advantage. Common weaknesses identified include a lack of understanding interrelationships between capabilities, poor synthesis of strategies into coordinated programs and projects, and an inability to transition projects to operations.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
The document outlines a strategy execution cycle consisting of understand, translate, adapt, implement, measure steps. It emphasizes that effective execution starts with understanding both external factors like customer needs and internal strategy. The strategy then needs to be translated into specific aligned plans and goals. Implementation involves building capabilities, delivering on priorities while engaging stakeholders. Progress should be measured and information shared to create accountability. Plans also need to be adapted based on learning from experience and changing market conditions. Decision making and communication are important throughout the cycle.
How to become CEO of your programme webinar
Friday 27 September 2019
presented by:
Irene Didinsky
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/how-to-become-ceo-of-your-programme-webinar/
Importance of focusing on employees to sustain in businessSantosh Channa
Focusing on employees is important for businesses to sustain success. Employees are a company's greatest assets who directly interact with customers and affect various aspects of the business. Lower attrition rates occur when companies generously compensate employees, provide clear career paths, ensure a balance between work and life, and create a comfortable working area with role modeling, appreciation, recognition, team building, fair treatment, proper assignments, flexibility, listening, tactful criticism, decision making authority, and health promotion. Existing companies have shown this approach works well.
Alex haw lecture 140225 sustain ethical business network -- sustain?Atmos
A lecture on the broader design issues and opportunities facing sustainability, explore what we could expect from sustainability in our built and social environment, and asking questions like -
How can we enhance our engagements with the natural environment - and each other?
How can we make opportunities while we meet the responsibilities and challenges?
Where do beauty, pleasure and emotions fit in?
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
MorganFranklin is a consulting firm that helps organizations optimize operations through business assessments and strategic improvements. They evaluate organizations across multiple dimensions, including people, processes, technology, and data, to identify misalignments and inefficiencies. MorganFranklin then works with clients to design and implement solutions like new operating models, performance metrics, and process improvements. The document provides examples of how MorganFranklin has helped clients in various industries strengthen their finance functions, optimize operations, and prepare for growth through organizational assessments and recommendations.
This document provides an overview of strategic management. It defines strategic management as a process that includes analyzing the external and internal environment, formulating strategies to match strengths/weaknesses with opportunities/threats, implementing strategies, and measuring success through strategic control. The five steps of the strategic management process are discussed in detail. The document also discusses different perspectives on strategic management, including the scientific and artistic views, and the influences of industrial organization theory, resource-based theory, and contingency theory.
The document summarizes key topics from a nonprofit leadership course, including an overview of strategic planning for nonprofits. It discusses defining an organization's mission, intended impact, and theory of change. It also covers establishing strategic priorities, resource implications, and performance measures. Sample mission statements are analyzed and small group exercises are outlined to help participants develop strategic clarity for a selected nonprofit.
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.
Business Education pack strategy on a pageAndy Parkins
Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
Getting A to C is the process of strategy formulation. To do strategic planning well, figure out A,B,C and how they should be connected. This is accomplish principally by understanding the issues that A,B,C and their interconnections must be address effectively. This summary makes it clear that strategic planning is not a single thing but a set of concepts, procedures and tools.
Creating Competitive Advantage with Strategic Execution Capability V1.0Jon Hughes
The document discusses the Strategic Execution Framework (SEF), which is a model that helps organizations align strategy creation with execution by assessing six key capabilities: Ideation, Nature, Vision, Engagement, Synthesis, and Transition (INVEST). Conducting a diagnostic using the SEF can identify strengths and weaknesses in these capabilities and their linkages. Addressing weaknesses through initiatives to develop capabilities can help organizations more effectively execute strategies and gain competitive advantage. Common weaknesses identified include a lack of understanding interrelationships between capabilities, poor synthesis of strategies into coordinated programs and projects, and an inability to transition projects to operations.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
The document outlines a strategy execution cycle consisting of understand, translate, adapt, implement, measure steps. It emphasizes that effective execution starts with understanding both external factors like customer needs and internal strategy. The strategy then needs to be translated into specific aligned plans and goals. Implementation involves building capabilities, delivering on priorities while engaging stakeholders. Progress should be measured and information shared to create accountability. Plans also need to be adapted based on learning from experience and changing market conditions. Decision making and communication are important throughout the cycle.
How to become CEO of your programme webinar
Friday 27 September 2019
presented by:
Irene Didinsky
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/how-to-become-ceo-of-your-programme-webinar/
Importance of focusing on employees to sustain in businessSantosh Channa
Focusing on employees is important for businesses to sustain success. Employees are a company's greatest assets who directly interact with customers and affect various aspects of the business. Lower attrition rates occur when companies generously compensate employees, provide clear career paths, ensure a balance between work and life, and create a comfortable working area with role modeling, appreciation, recognition, team building, fair treatment, proper assignments, flexibility, listening, tactful criticism, decision making authority, and health promotion. Existing companies have shown this approach works well.
Alex haw lecture 140225 sustain ethical business network -- sustain?Atmos
A lecture on the broader design issues and opportunities facing sustainability, explore what we could expect from sustainability in our built and social environment, and asking questions like -
How can we enhance our engagements with the natural environment - and each other?
How can we make opportunities while we meet the responsibilities and challenges?
Where do beauty, pleasure and emotions fit in?
The document introduces the four main steps of digestion: ingestion where food is consumed, digestion where food is broken down mechanically or chemically, absorption where nutrients are extracted from food, and egestion where waste is removed. It notes that different animals have different digestive systems to break down food, such as jellyfish which have a "bag" system or birds which swallow rocks in their gizzards, but the overall goal of breaking down food is the same across species.
El documento narra una serie de enfrentamientos entre elementos de la naturaleza que se proclaman más fuertes, hasta que el hombre logra dominarlos gracias a su inteligencia. Sin embargo, la muerte derrota al hombre. Jesús luego resucita venciendo a la muerte y obteniendo todo poder en el cielo, la tierra y debajo de la tierra.
The document discusses performance management systems and employee development processes. It provides an overview of how performance management began and its importance in linking to employee development. Key aspects covered include setting performance objectives, conducting development talks, understanding competencies, and using tools like STARs to evaluate qualitative competencies. The integrated approach aims to enhance human capital, identify talents, and ensure goals are met through a transparent systematic process.
The document provides the findings and recommendations of a committee at the American Red Cross of Eastern Massachusetts (ARCEM) on how to modernize and improve operations for the 21st century. The committee identified priorities such as focusing on clients, volunteers, and youth outreach. Key next steps include adopting digital technologies for improved communication and efficiency; assessing ARCEM's image and marketing; and inviting technology partners to provide solutions. The committee reached consensus that clients should remain the top priority and that embracing new technologies and engaging younger volunteers are important to ARCEM's future success.
How Do Our Most Successful Customers Do It? The Must-Have Ingredients for Val...SAP Ariba
This document discusses key ingredients for successful business transformations. It identifies program vision and business case, executive sponsorship, supporting policy, cross-functional collaboration, and communication as critical success factors. The document provides best practices for each success factor and explains how they can increase the likelihood of a transformation effort achieving its goals. Executive sponsorship in particular is emphasized as essential for gaining company-wide support, ensuring goals are prioritized, and removing barriers to progress. Strong program vision and business case are also highlighted as important to define expected outcomes and benefits in a clear and tangible way.
Using Portfolio Management to Improve Business InvestmentCarolyn Reid
Structured Portfolio Management is very valuable to businesses in maximizing their Return on Investment. Portfolio Management ties investments to strategy to ensure the organization is realizing it's expected benefits and achieving it's strategy.
Preparing for Awesomeness: 12 Keys to Success - SID 51270SAP Ariba
"Effective use of SAP Ariba solutions can drive significant results, but to maximize value, a focus on factors such as governance, compliance, and success measurement is critical. Changing the behavior of people is at the heart of delivering on this vision. In this session, learn about 12 key areas on which to focus and hear from others on how they are achieving success. We also review actions you can take now to get a plan on track.
Workshops have a different format from that used for traditional theater-style breakout sessions. They offer more intimate, team-style environments with hands-on and group activities. In order to provide the best possible experience, we limit these sessions to 50 attendees. The first 50 people who schedule a workshop session in the agenda builder will be registered to attend. There will be a waitlist for those who sign up after the initial 50. Please plan to arrive 10 minutes before the scheduled start time in order to check in. Those who have not checked in by the start time will forfeit their seats, and waitlisted attendees will be allowed to take any open slots."
Improved Business Performance Through Effective Portfolio ManagementStephanie Milne
The document discusses improving business performance through effective portfolio management. It outlines some common business challenges around resource management, project prioritization, and process management. It then discusses addressing these challenges by doing the right projects aligned with strategy and goals, and doing projects right through effective processes, governance, and information systems. Finally, it contrasts characteristics of businesses with poor versus high performing portfolio management practices.
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, it can help organizations achieve breakthrough results in short periods of time by focusing all resources on the strategic priorities.
The document discusses the balanced scorecard framework and its implementation. It provides examples of how organizations have successfully used the balanced scorecard to align strategies across divisions and functions. The key principles discussed are translating strategy into measurable objectives, communicating the strategy throughout the organization, and ensuring strategies are linked to goals and incentives at all levels.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
The document discusses a case study of implementing change management in a government R&D organization in India. The organization previously had a project-based structure but faced challenges like missed deadlines, duplication of work, and low customer satisfaction. It implemented a matrix structure with groups for design, development, testing, and implementation. This improved documentation, reuse of components, reduced defects and costs, and increased customer satisfaction. Key aspects of the successful change management included establishing urgency, building a dedicated team, empowering staff, and making the change permanent.
As a Corporate Strategy Leader, you are under immense pressure to drive organizational success, align strategic initiatives, and ensure the effective allocation of resources to drive business outomes. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, provides a comprehensive solution for managers looking to overcome these challenges with greater efficiency, insight, and impact. This webinar will explore how OnePlan’s SPM platform can transform strategic planning and execution within your organization. Learn How To:
Align Strategy and Execution: Discover how OnePlan ensures that every initiative aligns with your organization’s strategic objectives, optimizing outcomes and driving success.
Make Data-Driven Decisions: Learn how AI-powered analytics and predictive insights can empower managers to make informed decisions, anticipate future trends, and adapt strategies in real time.
Optimize Resources: Explore strategies for maximizing the use of available resources, reducing waste, and increasing ROI through intelligent planning and allocation features.
Collaborate with Transparency: Understand the importance of fostering a collaborative environment within the Corporate Strategy Office and across departments, facilitated by OnePlan’s centralized platform.
Manage Risk with Agility: See how OnePlan’s AI capabilities can help your team identify potential risks early, propose mitigation strategies, and maintain agility in the face of changing market conditions.
This webinar is designed for strategy executives, portfolio managers, and professionals involved in corporate planning and execution, who are looking to leverage advanced technologies to elevate their strategic processes and outcomes. Join us to uncover the transformative potential of OnePlan’s Strategic Portfolio Management Platform and AI for your Corporate Strategy Office.
Effective Implementation Of Strategic Initiatives Nov 2009giseke
The document summarizes a seminar on effective implementation of strategic initiatives. The seminar will cover best practices in strategic planning and execution, including developing strategic goals and objectives, identifying strategic initiatives, and managing business change associated with successful strategic execution. The seminar aims to provide an interactive learning experience and pragmatic advice based on the presenter's experience in strategic roles across different industries.
Process Partners is a consulting firm that specializes in business process optimization. They help organizations improve processes, increase productivity and customer satisfaction. Their approach involves assessing current processes, identifying opportunities for improvement, designing optimized future state processes, and implementing changes. Process Partners guarantees their work will meet all client expectations or provide a full refund.
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
The document discusses implementing a balanced scorecard approach at a client's firm. It describes challenges the client previously faced around strategy execution and measurement. It then details the goals sought in implementing a balanced scorecard, including aligning operations with strategy and facilitating strategic learning. Lessons learned from the client's implementation included establishing cause-and-effect linkages between objectives and ensuring balance between leading and lagging indicators.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Introduction to managment groups g-i - organizational planning and goal set...Diego Thomas
This document summarizes a lecture on organizational goal setting and planning. It discusses the importance of planning, defines goals and plans, and describes different types of plans including strategic plans, tactical plans, operational plans, single-use plans like programs and projects, standing plans like policies and procedures, and contingency plans. It also outlines characteristics of effective goal setting and discusses management by objectives as an approach to planning.
Embracing Change - The Impact of Generative AI on Strategic Portfolio ManagementOnePlan Solutions
The rapid emergence of Generative AI (GenAI) presents a transformative challenge and opportunity for strategic portfolio leaders. This webinar delves into how GenAI is reshaping the landscape of strategic planning and execution. As GenAI technology infiltrates the workplace, it introduces substantial knowledge and skills gaps that can hinder the efficiency of strategic portfolio management (SPM) if not promptly addressed.
Similar to Achieving-Corporate-Strategy-The-Path-to-Profit (20)
Carolyn Reid's current resume: about my career and accomplishments and the type of work I do. Summarizes successes I have provided to businesses. Worked in many industries. Problem solver, business improvement, business transformation
Building change capability and capacityCarolyn Reid
This is the story of building change capability and capacity across an organization in order to build an agile organization. The brought about great business benefits to the company.
Building a Portfolio Management solution for the US AFCarolyn Reid
Built Portfolio Management Solution for the USAF. Great success. Resulted in very efficient program budget review from AF leaders. Presented at Oracle OpenWorld.
Building a corporate wide organizational change management disciplineCarolyn Reid
This talks about building a Change Management discipline for your organization to help ensure success of your change initiatives. All organizations need this as the top performing organizations are agile and corporate wide Change Management aids the business in being agile.
Carolyn Reid has over 20 years of experience in engineering, manufacturing, project management, portfolio management, and change management. She has held positions at companies such as Honeywell, Motorola, Artemis, Headstrong Consulting, Catholic Healthcare West, Guident Technologies, and MSS Technologies. Throughout her career, she has led many projects involving implementing new software, analyzing processes, and managing organizational change.
Application rationalization and portfolio management involve thoroughly analyzing an organization's IT systems and applications to identify opportunities to improve efficiencies and optimize costs. This involves taking an inventory of all applications, analyzing how they support business processes and strategic objectives, and identifying redundant, underutilized or outdated systems. Recommendations are then made to upgrade, retire or consolidate applications. Establishing an ongoing application portfolio management process ensures IT continues to demonstrate business value and align with the organization's strategy.
The document discusses the importance of portfolio management for organizations. It states that portfolio management helps organizations achieve their strategy by aligning projects to strategy, prioritizing projects, and optimizing resource allocation. It also notes that effective portfolio management considers strategic objectives throughout the full lifecycle from strategic planning to benefits realization. Finally, it argues that portfolio management is not sufficient on its own and that organizations need additional processes like organizational change management, resource management, and governance to fully realize their strategic goals.
This document discusses Guident's Performance Portfolio Management solution for integrating Oracle Primavera applications like Primavera P6 Enterprise Project Portfolio Management and Primavera Risk Analysis with Oracle Business Intelligence Enterprise Edition (OBIEE). The solution aims to improve project planning, decision making, and oversight across multiple levels of management. It provides dashboards in OBIEE for monitoring budgets, action items, and risks. A live demonstration shows sample dashboards for prioritizing investments, allocating budgets, adjusting for risks, and measuring performance.
The document discusses the importance of portfolio management for organizations. It states that portfolio management helps organizations achieve their strategy by aligning projects to strategy, prioritizing projects, and optimizing resource allocation. It also notes that effective portfolio management considers strategic objectives, limited resources, and maximizes returns on investment. Finally, the document advocates taking a lifecycle approach to strategic planning, portfolio management, and benefits realization to fully support the achievement of strategic goals.
The document discusses the need for organizational change management (OCM) to help organizations successfully implement changes. It provides signs that a structured change management approach is needed, such as when corporate culture is resistant to change or projects fail due to lack of stakeholder buy-in. Effective OCM involves addressing people's resistance to change, communicating the reasons for and impact of changes, and ensuring leadership support and resources for change. When done well, OCM can increase the likelihood of project success by six times and drive faster adoption and proficiency. Neglecting OCM can lead to major losses from reduced productivity and benefits not being realized.
This document contains a series of photo credits from various photographers. It ends by encouraging the reader to create their own presentation using Haiku Deck on SlideShare. The photos are credited to different photographers and the document promotes using Haiku Deck software to make presentations.
1. The document discusses how to effectively execute corporate strategy by optimizing processes across the strategic planning, portfolio management, project management, and operations lifecycles. It argues that weaknesses in any part of the lifecycle can undermine success.
2. It identifies common issues that arise in each part of the lifecycle like unclear objectives, lack of prioritization of investments, project misalignment, and resistance to change. Best practices are outlined to address these issues.
3. The document emphasizes analyzing relationships and information flow across the entire lifecycle. Mapping current processes and systems reveals gaps and duplication that improved coordination and integration can address for more efficient strategy achievement.
Sound strategic planning is fundamental to achieving business objectives. Execution of the strategy is difficult and the complexities created by out of sync and competing activities, processes, functional groups and systems across the organization create many obstacles on the road to success. Constant change, corporate politics, functional silos and many other factors affect progress toward business objectives.
Application Rationalization and Portfolio Management solutionCarolyn Reid
The document outlines a process for optimizing an organization's IT portfolio through application rationalization. It involves analyzing applications based on criteria like performance, risk, business criticality and compliance to identify optimization opportunities. Applications are then scored and decisions made on consolidation, replacement or retirement. The process results in cost savings, improved efficiency and meeting business needs through eliminating redundancy, rationalizing applications and prioritizing high-value projects.
This document discusses keys to successful project management. It outlines common project challenges like unrealistic deadlines, scope creep, and lack of communication. Good project managers are described as enthusiastic leaders who can plan, adapt, and motivate teams. The importance of understanding stakeholders and managing expectations is emphasized to ensure the project satisfies the customer. Risk management, change management, and linking projects to corporate strategy are identified as critical factors for optimizing project success in an organization.
The IT PMO of a large healthcare organization determined it needed a project prioritization model to improve project selection and management. A small team including clinical, IT, and strategy leaders developed an initial model and pilot. This revealed issues like a lack of strategic alignment, division between business and IT, and inefficient project intake. The organization then worked to develop an enterprise-wide prioritization model considering factors like patient safety, physician strategy, financial benefits, and compliance. Materials were provided to help participants define value criteria and drivers. The final model scored projects based on their alignment with weighted business drivers to optimize the project portfolio.
Application Rationalization Paper 092308 Doc VersionCarolyn Reid
Application portfolio management involves thoroughly analyzing an organization's IT applications, systems, processes, and data to identify opportunities to improve efficiencies and reduce costs. Key goals are to eliminate redundant or underutilized systems, consolidate data sources, retire legacy applications, and ensure IT resources are optimized to support business needs and strategy. The process involves gathering details on all applications and systems such as their use, users, costs, business value, and technical requirements to assess which should be maintained, enhanced, retired, or combined. Analysis results provide justification and business cases for prioritizing improvement projects.
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
1. Achieving
Corporate
Strategy: The Path
to Profit
From Concept to Benefit, getting from Great Ideas to
Achievement of Strategy
Sound strategic planning is fundamental to achieving business objectives. Execution of the
strategy is difficult and the complexities created by out of sync and competing activities,
processes, functional groups and systems across the organization create many obstacles on the
road to success. Constant change, corporate politics, functional silos and many other factors
affect progress toward business objectives.
2. Achieving Corporate Strategy: The Path to Profit
CSR Consulting, LLC Page 1
The Lifecycle Answers:
Strategic Planning – How can the
organization succeed?
Portfolio Management – What should
we be doing to achieve our strategy?
How should we spend our budget to
ensure higest ROI?
Project Management – How do we best
achieve these things we should be
doing?
Organizational Change Management –
Are the people ready for the change?
Operations – Are we efficiently putting
the plans into place for ongoing
operations?
Achieving Corporate Strategy: The Path to Profit
From Concept to Benefit, getting from Great Ideas to Achievement of Strategy
The Business Need
Sound strategic planning is fundamental to achieving business objectives.
Execution of the strategy is difficult and the complexities created by out of
sync and competing activities, processes, functional groups and systems
across the organization create many obstacles on the road to success.
Constant change, corporate politics, functional silos and many other factors
affect progress toward business objectives.
A sound business plan and clearly defined goals are essential, but the key to
successful execution is clear understanding of how to accomplish those goals.
This paper looks at process relationships and information flow across the business from strategic
planning to achievement of the strategy, from great ideas to benefits realization. To ensure the business
efficiently and effectively achieves its strategy, the organization must optimize the outcomes from their
processes across the entire lifecycle.
While organizations put emphasis on improvement
of individual processes, improvement across
processes and systems is often neglected. This big
picture transformation is more difficult to tackle.
Over time, standalone systems, functional
stovepipes and constant change cause issues around
data, communication, processes, systems and
performance. A business does not want the strategy/
execution disconnect shown above. While this task
of analyzing and improving the full lifecycle is
difficult, the results are very valuable to the
organization.
The Business Issues
Virtually every organization has information
fragmented in multiple repositories and enterprise
applications. Many obstacles keep organizations from meeting their basic needs for efficient operations,
strategic alignment and profitability. Common business issues include:
Process Issues:
3. Achieving Corporate Strategy: The Path to Profit
CSR Consulting, LLC Page 2
o Inefficient
o Duplication of effort and disconnected processes
o No standardization, documentation or understanding of process
o Poor metrics and poor performance
Data Issues:
o Insufficient or bad data
o Difficulty in obtaining data
o No authoritative source of data, duplicate entry
Technical Issues:
o Insufficient applications and infrastructure to support best practice processes
o Disparate applications and systems
The Holistic view of the full lifecycle
Figure 1 shows the relationship of Strategic Planning, Portfolio Management, Project Management and
Operations. All of these processes contribute to achievement of strategy, thus are critical to business
success.
Figure 1: The Strategic Realization Lifecycle
User Activity
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Figure 1 clearly shows that weaknesses in Strategic Planning, Portfolio Management, Project
Management or Operations will result in problems in the other areas as there are information feeds and
dependencies between these functions. In addition, the processes in each of these major areas must be
efficient and must provide quality information to the other areas. The table below provides the typical
issues for each of the processes.
Portfolio Management, Resource Management, Project Management, Change Management are shown
in blue because these functions should make up the best practice PMO for the organization. Project
management and change management work together to ensure projects are efficiently and successfully
completed, while resource management and portfolio management work together to ensure that the
portfolio of projects is optimized.
Function/ Process Typical Process Issues
Strategic Planning Objectives not clear, not understood by the organization
Organization is unable to interpret the strategy into what needs
to be done
Portfolio
Management
Not using objective criteria for investment selection
Selection criteria not clearly related to strategic tie and benefits
realization
Not sizing the portfolio correctly to match resource capacity to
demand
Project Management Overlapping projects, redundant projects
Projects not aligned with strategy and not meeting customer
needs. Projects working at cross purposes
Resource conflicts, poor project performance
Organizational
Change
Management
People are resistant to the changes
No sponsor for the change
Poor training and reinforcement for the change
People going back to old systems and processes after transition
to operations
Operations Transition process not sufficient for smooth rollout
Rush to get to production can result in problems after rollout
Table 1: Process Issues
The strategic goals are meaningless to the organization unless they are clear, understood by all and
interpreted into the activities required to achieve the goals. This means that executives should not
throw high-level strategic goals out to the organization with the directive to make it happen. Instead,
they should have a clear idea of the major activities designed to meet the strategic objectives to ensure
the organization is headed in the right direction. Leaders in strategic planning and portfolio
management can work together to clearly connect the strategy with the required tactical activity.
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Portfolio management will determine the optimized portfolio of investments based on analysis,
valuation and prioritization of the business needs. To prioritize investments, a scoring model is
developed based on the organization’s definition of value. The model will provide strategic alignment
and will represent the benefit provided by the investment.
When funding decisions are complete, approved projects move to the project management process in
the lifecycle. Project Management is complex and key to achievement of the business needs. Therefore,
best practice processes are key to achievement of the corporate plans.
Process Keys to Success
Portfolio Management Flexible scoring model that defines investment value for the organization
Portfolio balanced for short and long term
Project performance information for decision making
Clear strategic goals
Project Management Active Sponsors
Best Practices
Clear scope and objectives
Flexibility to streamline process to fit the size, risk level and criticality of the
project
Thorough Risk Management plan
Support from Executive Level
Organizational
Change Management
Active Sponsors
Communication
Support from Executive Level
Organizational Change Management competency across the organization
Dedicated Change Management resources
assigned at beginning of large change projects
Communication of business drivers for the change
Table 2: Best Practices
Performance Management
Performance Management is an element in each of the processes as metrics and analysis are required to
ensure each area is achieving its goals and to ensure benefits realization from the system as a whole.
For decision makers, portfolio management will provide benefits realization metrics including financial
benefits. Portfolio management measures progress toward corporate goals based on the metrics for
each goal and reports this information to strategic planning/executives. For each project, metrics will be
established to ensure the project team is meeting the project goals. Project Performance is measured
and analyzed to develop corrective actions and ensure risks are managed. This Performance
information is reviewed in Project and Program reviews to ensure Project Management performance is
optimized. Performance information is fed from the Project Management system to the Portfolio
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Management system (and/ or the Program Management system) to allow decision making for the
portfolio and programs. In Portfolio reviews, project performance is taken into consideration and
failing projects may be stopped.
The Corporate Culture that achieves the Strategy
Corporate culture has a huge impact on the success of any change. With the constantly changing
market, the organization must be agile to evolve strategy as needed. The high performing organization
has specific characteristics:
Rigorous Organizational Change Management
Robust Risk Management
Best Practice Processes
Focus on People, Process, and Outcomes
Sponsorship
Continuous improvement
Good communication between all levels and functions of the organization
It is important that the leaders understand the value of each element shown in figure 1. They must
understand the benefit to be achieved from best practice processes, specifically in the areas of Project
Management, Portfolio Management, Organizational Change Management (OCM) and Resource
Management. The business needs to have competency in Organizational Change Management across
the organization. Change leaders, managers, supervisors and leaders of the organization must
understand and be competent in their roles in OCM to ensure successful change.
Understanding of the value of Talent Management is on the rise as the business community sees the
benefit resulting from hiring talented and skilled people and ensuring their workforce receives training
and education to continuously improve and build more skill and knowledge. This goes hand in hand
with the need for knowledge management in the organization, building centers of excellence across the
business. Businesses can benefit from strong investment in their people, processes and outcomes to
maximize performance. The high performing, agile organization is continuously improving the
functional areas shown in Figure 1 to ensure the business is keeping up with the pace of change in the
market place and staying ahead of competition.
Building the Holistic Lifecycle Solution: the Roadmap to a Better Future
How do you build the holistic lifecycle process to optimize sharing information across processes,
eliminate duplication of tasks, and improve each process while optimizing across all processes? First,
ensure high-level sponsorship with a clear understanding of the value of this effort from the top down.
As this solution provides both strategic and tactical benefit and provides significant financial benefit,
this holistic approach should be an easy “sell” to the leaders of the organization. However, the new
lifecycle design may require breaking down barriers between functions and may bring major changes
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CSR Consulting, LLC Page 6
in governance and decision-making. Good Change Management planning can help ensure success of
the new solution.
By mapping the current processes, systems and data flow, you will reveal gaps, duplications and
problem areas. Analysis of this current situation will determine required improvements to establish the
optimized lifecycle. Keep in mind that the goal is to improve individual processes as well as tying the
processes together and developing good information flow and process coordination across the lifecycle.
This improved lifecycle will provide benefits of strategic achievement, a portfolio of investments with
the highest ROI and improved efficiency across the organization. The transformation effort is not easy
to achieve but well worth the effort.