The document discusses strategies for strategy execution. It notes that most organizations struggle with strategy execution even if they develop sound strategies. The Balanced Scorecard is presented as a tool that can help organizations become "strategy-focused" by linking strategic objectives, metrics, targets and initiatives. It reflects the cause-and-effect relationships of achieving strategic goals. Organizations that implement the Balanced Scorecard approach are achieving breakthrough results by mobilizing employees around their central strategic agenda.
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Strategy Maps: Innovation Process - A Book by Robert S Kaplan & David P NortonEndro Catur
This presentation is group presentation work for Knowledge Management System Development I class at Applied Psychology, Graduate School, University of Indonesia
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Strategy Maps: Innovation Process - A Book by Robert S Kaplan & David P NortonEndro Catur
This presentation is group presentation work for Knowledge Management System Development I class at Applied Psychology, Graduate School, University of Indonesia
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Strategy discussions often fail to distinguish between making a usable strategy and using it once it is made. Resolving the confusion requires aligning the multiple perspectives and vocabularies that key players bring with them.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
One of the biggest challenge associate with any organization is the implementation of the planned strategy. In this phase the organization has work hard to make sure their SYSTEMS, STRUCTURE and CULTURE should be in a better shape to make sure the planned strategies are implemented.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
Only 20% of mergers succeed. Many assumptions are made during the due diligence phase, and many things go wrong during execution. Our method helps you maximise your chances of success, and mitigate most of the classical risks during the first 100 days especially.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Webinar: Key Aspects for Maximizing Synergies Through Effective Post Merger I...GPMIP
This is the deck as used on our February 20 webinar about 'maximizing synergies through effective post merger integration.'
The dialogue of this webinar is available on youtube: http://youtu.be/NCiVpFhOm8c
Global PMI Partners is the only international network focused exclusively on delivering post-merger integration, separation and transformation services. Please visit us on www.gpmip.com or contact us on info@gpmip.com.
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Strategy discussions often fail to distinguish between making a usable strategy and using it once it is made. Resolving the confusion requires aligning the multiple perspectives and vocabularies that key players bring with them.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
One of the biggest challenge associate with any organization is the implementation of the planned strategy. In this phase the organization has work hard to make sure their SYSTEMS, STRUCTURE and CULTURE should be in a better shape to make sure the planned strategies are implemented.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
Only 20% of mergers succeed. Many assumptions are made during the due diligence phase, and many things go wrong during execution. Our method helps you maximise your chances of success, and mitigate most of the classical risks during the first 100 days especially.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
This paper was presented at the national IIA Conference (SOPAC) in Brisbane in March 2013 - it talks to the issue of Internal Audit's role in Auditing business strategy.
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
HUMAN. PERFORMANCE.™ Creating engaged & motivated people through innovative incentives, strategic meetings, prepaid cards, experiential events, entertainment & distinctive promotions.
Through our platform, JNR skillfully executes brand experiences through strategic incentive travel, meetings and conventions, Prepaid MasterCard® rewards, recognition programs, and special events for every business channel.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
"Translating Strategy to Measureable Actions... from PowerPoint to PracticeNidal Bitar
Be amongst 200+ senior executives who will particpate in "Translating Strategy to Measureable Actions... from PowerPoint to Practice on May 18th... for more info, please visit: www.translatingstrategy.scopi.org
Having trouble with your enterprise risk management strategy? Map it.Andrew Smart
In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution and 1 in 3 business leaders rate their firm as poor or very poor at the implementation of strategy.
Like business strategy, the risk management strategy presents execution challenges for the CRO and Risk Management teams.
Paraphrasing the original article that introduced the Strategy Map, in the presentation, Ascendore CEO outlines how the Strategy Map can be used as part of an overall strategy management system to improve the execution of the risk management strategy. This presentation is based on an Ascendore customers use of the Strategy Map for Operational Risk Management.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Exploring Patterns of Connection with Social Dreaming
Balanced Scorecard Collaborative
1. An Introduction to the Balanced
Scorecard and the Strategy Focused
Organization
March 6, 2009
Balanced Scorecard Collaborative - Teacher Farias Souza – @FariasSouza
2. Why Do Organizations Struggle So Hard With
Strategy?
1 in 10 organizations
execute their strategies
successfully
Fortune Magazine, 1998
72% of CEOs believe that
executing their chosen
strategy is more difficult
than developing a good
strategy
Malcolm Baldrige CEO Survey, 2002
3. #5
MAKE STRATEGY A CONTINUAL PROCESS
The Problem:
The Strategic Management Process Is Missing in Most Organizations
STRATEGY
60% of organizations
don’t link strategy & update the test the 85% of management
budgets strategy hypotheses teams spend less than
Strategic Learning Loop one hour per month on
strategy issues
BALANCED
SCORECARD
BUDGET
78% of organizations lock
budgets to an annual cycle funding Management Control Loop reporting
92% of organizations do
20% of organizations take not report on lead
more than 16 weeks to PERFORMANCE indicators
prepare a budget
Input Initiatives & Output
Programs
(Resources) (Results)
4. Strategy Development or Strategy Execution?
Organizations Need Both
Strategic success requires going beyond successful 1 strategy
formulation to successful strategy execution
Sound
Strategy Formulation
Missed Strategic
Opportunity Success
Flawed
Doomed From
At Risk
The Start
Flawed Sound
Strategy Execution
Source: 1Execution: The Discipline of Getting Things Done, by Larry Bossidy, 2002.
5. Strategy Execution Challenge
There are generally accepted tools to manage finances, customers,
processes, and people. But what about strategy?
Financial Management Tools
EVA
Balance Sheets
Process Management Tools
Income Statements Six Sigma
Shareholder Value Analysis Supply Chain Integration
Strategy Management Tools
Cycle Time Reduction
TQM
Customer Management Tools
Customer Satisfaction Measurement
?
People Management Tools
Customer Relationship Management
Core Competencies
Segmentation Analysis
Knowledge Management
One-to-One Marketing
Pay for Performance
HRIS
The Balanced Scorecard is the vehicle that fills the
Strategy Management Gap
6. Balanced Scorecard Organizations Are Achieving
Breakthrough Results
BREAKTHROUGH
RESULTS
Private Sector Public Sector
Shareholder
Mobil Value SMDC Health System
• From last to first in industry • Profitability up $23m
• ROI 6% --> 16% • Customer Satisfaction
Profitable
Wendy’s Growth City of Charlotte
International
• Mkt. Cap $2.5 --> $4b • Customer Satisfaction =
• Stock Price up 75% 70%
Customer • Public Official Award
Satisfaction
UPS Duke Children’s Hospital
• Revenues 9% • Customer Satisfaction #1
• Net Income 33% • Cost/Case 33%
Organizational
Alignment
Defense Logistics
Hilton Hotels
Agency
• Customer Loyalty 5% • $130MM in Savings in FY2002
• EDITDA margins 3% above • Processed $2.2B more requisitions
average Cost for its customers
Reduction
7. How Did They Do It?
They Created “Strategy-Focused Organizations”
STRATEGY:
They made strategy the central
organization agenda
FOCUSED:
They created incredible focus on the
STRATEGY strategy
ORGANIZATION:
They mobilized their employees to act
in fundamentally different ways,
guided by the strategy
The Balanced Scorecard Is a Performance Management
Program That Puts Strategy at the Center of the Process
8. …Reflecting a “Natural Cause and Effect Logic”
of Business Performance
And Realize
the Vision
Financial
To Drive Financial
Results Success...
Customer
Benefits Needed to Deliver Unique
Sets of Benefits to Customers...
Internal
To Build the Strategic Capabilities..
Capabilities
Knowledge, Skills, Systems, and Tools Equip our People...
9. The Balanced Scorecard Should Tell the Story
of the Strategy
Illustrative Example: Southwest Airlines
Strategic Theme:
Operating Efficiency
Financial
Profitability What will drive operating efficiency?”
Fewer planes
More • More customers on fewer planes
customers
Customer
How will we do that?
Flight Lowest
Is on time prices • Attract targeted customer segments who
value price and on time arrivals
Internal What must the internal focus be?
Fast ground
turnaround • Fast turnaround
Learning
Will our people do that?
Ground crew
alignment • Educate and compensate ground crew
regarding how they contribute to the firm’s
success
• Employee stockholder program
10. Let’s Take a Minute to Agree Upon Some
Common Vocabulary
Diagram of the cause and effect Statement of
relationships between strategic what
objectives (Strategy Map) strategy How success
must in achieving The level of Key action
Strategic Theme: achieve and the strategy performance programs
Operating Efficiency what’s will be or rate of required to
Financial critical to its measured and improvement achieve
Profitability success tracked needed objectives
More
Fewer planes
customers
Customer
Flight Lowest
Is on time prices
Objectives Measurement Target Initiative
Internal
• Fast ground • On Ground Time • 30 Minutes • Cycle time
Fast ground turnaround • On-Time • 90% optimization
turnaround Departure
Learning
Ground crew
alignment
11. ASME Balanced Scorecard Strategy Map
Young Engineers Industry / F1 Grow revenue
through new products
Customer
Continue Government
C1 Become C2 Enhance and global growth
Financial
to serve our core
indispensable to relevance to Industry
customers, such as
Young Engineers & Government
Academia
F2 Sunset F3 Run a cost
C3 Identify and effective
lower-value
Address Future Markets operation
programs
and Applications
Build Communities Build Content / Knowledge Advocate and Communicate
I1 Enable self- I3 Increase & I6 Provide I7 Improve
Internal
forming communities Expand Market- effective coordination
of interest Relevant Content representation and
and advocacy effectiveness of
for the corporate
engineering communication
I2 Stimulate individual profession s
membership growth I4 Digitize &
I5 Accelerate
with different repackage
time to market
membership models content
Learning & Growth
L2 Develop future
L1 Develop new product and business volunteer leaders
development capabilities through a
culture that is adaptive, continually L3 Strengthen
evolving (risk taking), entrepreneurial environmental L4 Share best
and agile scanning and practices and
competitive lessons learned
intelligence
V 3.0 11/11/03