Whereas C- level strategic planning is for people that ‘make’ budgets; below C-level strategic planning is for those of us that are given a budget. Folks at the C-level
make broad reaching decisions that direct people and departments across the entire organization, while those of us below C-level often have to focus on the few places within the organization where we do have impact, influence and some level of control. Luckily, the most important strategies for creating a highly successful organization fall into a handful of key result areas, most of which are completely within your control.
Managers are increasingly recognizing that traditional financial measures alone do not provide all the information needed to make strategic and operational decisions. A balanced scorecard uses a mix of financial and nonfinancial metrics related to customers, internal processes, learning and growth, and shareholder value to give managers a more complete picture. This enables continuous performance improvement, strategic execution, and accountability. The balanced scorecard has gained widespread use as it helps articulate strategy, communicate it, motivate execution, and monitor results.
The document discusses the Balanced Scorecard model, which is a performance measurement system developed at Harvard Business School. It provides a holistic view of an organization's performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, leading and lagging performance indicators are identified that have a cause-and-effect relationship. The Balanced Scorecard model helps organizations communicate their strategy and track progress towards strategic goals. It is a tool that can be used to plan, measure, and control performance according to a predefined strategy.
The document discusses the balanced scorecard concept which is a management system that helps organizations translate their vision and strategy into action. It does this by measuring performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, organizations monitor objectives, measures, targets, and initiatives. The balanced scorecard provides a framework for organizations to evaluate performance holistically rather than just financially.
The Balanced Scorecard (BSC) is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The BSC has four components: key measurables, tools, review system, and deployment system. It links various performance indicators across areas like finance, customers, internal processes, and learning and growth. Regular reviews are conducted at different levels to monitor progress. Implementing a BSC takes time and requires management support, selecting appropriate measures at each level, and responding to performance data to drive continuous improvement.
Balanced scorecard and policy deploymentRamesh P.R.
Greetings from Seven Steps!
As another April is around the corner, we are sure that you are busy with the ambitious plans and goals for the next year. As you may agree, one of the biggest challenge for any organization is the gap in the execution of this strategies and plans.
A Study Says 9 of 10 Companies Fail to Execute Strategy .
Companies are struggling hard to align individual’s goals and execution plans in line with the organizational goals. Seven Steps Academy of Excellence developed a unique and powerful experiential learning programme to help the organizations in achieving their Business and Operational goals . More than 30 organizations enjoying the benefits of this programme
Welcome to the 2 day Experiential Learning Program on
“Effective Goal deployment using Balance Score Card and Policy Deployment Tools”
There are several types of business strategies:
Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Balanced scorecard approach_Robert S KaplanRanjit Jose
The document discusses the balanced scorecard approach to strategy implementation and management. It provides an overview of key concepts:
- The balanced scorecard translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth.
- It helps organizations execute their strategies more effectively by aligning goals and metrics to the strategy, and by facilitating strategic feedback and learning.
- Early adopters of the balanced scorecard approach were able to reliably and rapidly execute their strategies to achieve breakthrough results within 2-3 years, through creating organizational alignment around the strategy.
- Seven key ingredients make balanced scorecard programs highly successful: leadership, communicating the strategy, linking score
Managers are increasingly recognizing that traditional financial measures alone do not provide all the information needed to make strategic and operational decisions. A balanced scorecard uses a mix of financial and nonfinancial metrics related to customers, internal processes, learning and growth, and shareholder value to give managers a more complete picture. This enables continuous performance improvement, strategic execution, and accountability. The balanced scorecard has gained widespread use as it helps articulate strategy, communicate it, motivate execution, and monitor results.
The document discusses the Balanced Scorecard model, which is a performance measurement system developed at Harvard Business School. It provides a holistic view of an organization's performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, leading and lagging performance indicators are identified that have a cause-and-effect relationship. The Balanced Scorecard model helps organizations communicate their strategy and track progress towards strategic goals. It is a tool that can be used to plan, measure, and control performance according to a predefined strategy.
The document discusses the balanced scorecard concept which is a management system that helps organizations translate their vision and strategy into action. It does this by measuring performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, organizations monitor objectives, measures, targets, and initiatives. The balanced scorecard provides a framework for organizations to evaluate performance holistically rather than just financially.
The Balanced Scorecard (BSC) is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The BSC has four components: key measurables, tools, review system, and deployment system. It links various performance indicators across areas like finance, customers, internal processes, and learning and growth. Regular reviews are conducted at different levels to monitor progress. Implementing a BSC takes time and requires management support, selecting appropriate measures at each level, and responding to performance data to drive continuous improvement.
Balanced scorecard and policy deploymentRamesh P.R.
Greetings from Seven Steps!
As another April is around the corner, we are sure that you are busy with the ambitious plans and goals for the next year. As you may agree, one of the biggest challenge for any organization is the gap in the execution of this strategies and plans.
A Study Says 9 of 10 Companies Fail to Execute Strategy .
Companies are struggling hard to align individual’s goals and execution plans in line with the organizational goals. Seven Steps Academy of Excellence developed a unique and powerful experiential learning programme to help the organizations in achieving their Business and Operational goals . More than 30 organizations enjoying the benefits of this programme
Welcome to the 2 day Experiential Learning Program on
“Effective Goal deployment using Balance Score Card and Policy Deployment Tools”
There are several types of business strategies:
Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Balanced scorecard approach_Robert S KaplanRanjit Jose
The document discusses the balanced scorecard approach to strategy implementation and management. It provides an overview of key concepts:
- The balanced scorecard translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth.
- It helps organizations execute their strategies more effectively by aligning goals and metrics to the strategy, and by facilitating strategic feedback and learning.
- Early adopters of the balanced scorecard approach were able to reliably and rapidly execute their strategies to achieve breakthrough results within 2-3 years, through creating organizational alignment around the strategy.
- Seven key ingredients make balanced scorecard programs highly successful: leadership, communicating the strategy, linking score
This document discusses the balanced scorecard approach to managing performance. It begins by asking attendees to identify their top problems in managing team performance and how they communicate vision and goals. It then provides an overview of the balanced scorecard, explaining that it is a management system rather than just a measurement tool. The balanced scorecard uses four perspectives - financial, customer, internal business processes, and learning and growth - to translate an organization's mission and strategy into objectives and performance measures. Examples are given of how different companies might construct their balanced scorecards based on different strategic focuses like operational excellence, customer intimacy, or product leadership.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
This document provides an overview of the conditions needed for a successful Balanced Scorecard (BSC) implementation project. It states that BSC projects are most suitable when leadership wants to plan long-term performance improvements, management teams have diverse backgrounds, existing planning is ineffective, and leadership prefers empowerment, collaboration, and data-driven approaches. Successful BSC projects typically accelerate performance gains by 20-30% by improving strategy execution, communication, management, and control. External consultants can help with prerequisites, teams, timelines, challenges and pitfalls.
The balanced scorecard is a performance measurement framework that translates an organization's strategy into clear objectives across four perspectives: financial, customer, internal processes, and learning and growth. It helps organizations track performance against strategic goals, align individual and team goals, and provide feedback to improve strategy. The balanced scorecard retains traditional financial measures but also considers non-financial factors critical for long-term success like customers, internal processes, and innovation. It is an important management tool that communicates strategy throughout the organization and links strategic objectives with goals, initiatives and budgets.
The document discusses the Balanced Scorecard methodology created by Kaplan and Norton. It presents the four perspectives of the Balanced Scorecard - financial, customer, internal process, and learning and growth. For each perspective, objectives, key performance indicators, targets, and initiatives are identified. The methodology balances both financial and non-financial measures across short and long term goals. It provides a framework for translating an organization's mission and strategy into tangible objectives and measures.
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
The Strategy Map visualizes management business plans by focusing on the four aspects of finances, customers, processes and development. The Strategy Map complements the concept of the Balanced Scorecard (BSC) and suits every business which concentrates on strategic management and plans future developments.
With the help of Strategy Map charts you can illustrate entrepreneurial goals which allow you to distribute projects and tasks in the best possible way so that plans can be efficiently implemented. Due to this strategic extension of BSC, you can create additional value and put business areas in a well-structured perspective with each other.
The balanced scorecard was introduced in 1992 by Robert Kaplan and David Norton. It aims to provide organizations with a more 'balanced' view of performance than traditional financial measures alone. The balanced scorecard augments financial measures with non-financial metrics in key areas like customer satisfaction, internal processes, and learning and growth. It helps companies translate their mission and strategy into objectives and measures across these four perspectives and align initiatives, resource allocation, and individual goals to the strategic goals.
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
This document describes Zulekha Hospital's implementation of a Balanced Scorecard approach to strategic planning and performance measurement. It outlines how Zulekha developed a strategy map and scorecard with objectives in four perspectives: financial, customer, internal processes, and learning and growth. Metrics and initiatives were identified for each objective. The scorecard approach was then cascaded down to the radiology department to increase accountability and align goals across the organization. Implementing the Balanced Scorecard provided Zulekha with a common framework to communicate strategy, track performance, and improve patient satisfaction.
The document discusses managing corporate performance using a balanced scorecard approach. It introduces the balanced scorecard framework which includes four perspectives: financial, customer, internal business processes, and learning and growth. It then provides details on each perspective, including examples of strategic objectives and key performance indicators that could be used. The document also discusses how corporate scorecards can be cascaded down to create balanced scorecards at divisional and functional levels like HR, IT, finance, and marketing. Strategy maps are presented as a tool to translate strategies into objectives and measures across the four perspectives.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
The document discusses creating an implementation plan for a Balanced Scorecard. The plan should include who will be involved in designing the scorecard, what software tools will be used, who will design indicators and strategy maps, and how the scorecard will be updated, revised, and implemented across business units. The plan also needs to consider three viewpoints: strategic goals, key performance indicators, and initiatives that link actions to indicators.
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.
Many organizations will have clarity on their strategic direction and exactly ‘WHAT’ changes are needed to drive growth, but they are unclear on ‘HOW’ to operationalize new strategies across every sales channel and make the change sustainable.
Tracking Towards Success: Strategy Mapping and Balanced Scorecard for Higher EdJMH Consulting
Continuing Education faces pressure to grow, increase profitability, and reach new markets. However, many departments do not have clear goals and are unsure of which key performance indicators are most effective to measure progress. This presentation examines how to choose the most critical measurements, tie those measurements to efforts within your unit and link metrics with goals.
During this presentation we will review several important data points for CE units. We will look at data that can be easily pulled together and we will separate data into data that can be leveraged as a leading indicator and as a lagging indicator. During this presentation we will look at how data can be combined to paint a picture of what’s happening with your program and your unit. Finally, we will also look at ways in which different activities, such as marketing, admissions, and improvements to the overall curriculum can impact what you’re measuring and how.
The document discusses using a balanced scorecard approach to measure user experience. It provides an overview of balanced scorecards and their four perspectives: financial, customer, internal processes, and learning and growth. It then shows how user experience strategies and objectives can be mapped to each of the four perspectives in a user experience balanced scorecard. For example, under the financial perspective, objectives could include increasing revenue and reducing costs, while under customer it could focus on increasing conversions, retention, and loyalty. The document provides examples of objectives, measures, targets, and initiatives that could be included in a user experience balanced scorecard.
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
Applying the balanced scorecard for customer experience managementFarah Sidek
The balanced scorecard is an effective tool for measurement and evaluation of a firm's actions and strategies. However, where does the BSC stand with measuring Customer Experience Management. We discuss this with a case study of Southwest Airlines. A presentation for Services Marketing postgraduate course at The University of Queensland.
The document outlines a simple balanced scorecard approach developed by Samurai for managers. It discusses establishing a mission, vision, and strategy, then mapping these out on a single page. Key steps include preparing a 1-page summary, communicating it via a 1-slide presentation, and executing the plan on a single page. The balanced scorecard is intended as a management tool to be used in meetings to check measures, achievement, and trends and agree on actions.
This document discusses the balanced scorecard approach to managing performance. It begins by asking attendees to identify their top problems in managing team performance and how they communicate vision and goals. It then provides an overview of the balanced scorecard, explaining that it is a management system rather than just a measurement tool. The balanced scorecard uses four perspectives - financial, customer, internal business processes, and learning and growth - to translate an organization's mission and strategy into objectives and performance measures. Examples are given of how different companies might construct their balanced scorecards based on different strategic focuses like operational excellence, customer intimacy, or product leadership.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
This document provides an overview of the conditions needed for a successful Balanced Scorecard (BSC) implementation project. It states that BSC projects are most suitable when leadership wants to plan long-term performance improvements, management teams have diverse backgrounds, existing planning is ineffective, and leadership prefers empowerment, collaboration, and data-driven approaches. Successful BSC projects typically accelerate performance gains by 20-30% by improving strategy execution, communication, management, and control. External consultants can help with prerequisites, teams, timelines, challenges and pitfalls.
The balanced scorecard is a performance measurement framework that translates an organization's strategy into clear objectives across four perspectives: financial, customer, internal processes, and learning and growth. It helps organizations track performance against strategic goals, align individual and team goals, and provide feedback to improve strategy. The balanced scorecard retains traditional financial measures but also considers non-financial factors critical for long-term success like customers, internal processes, and innovation. It is an important management tool that communicates strategy throughout the organization and links strategic objectives with goals, initiatives and budgets.
The document discusses the Balanced Scorecard methodology created by Kaplan and Norton. It presents the four perspectives of the Balanced Scorecard - financial, customer, internal process, and learning and growth. For each perspective, objectives, key performance indicators, targets, and initiatives are identified. The methodology balances both financial and non-financial measures across short and long term goals. It provides a framework for translating an organization's mission and strategy into tangible objectives and measures.
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
The Strategy Map visualizes management business plans by focusing on the four aspects of finances, customers, processes and development. The Strategy Map complements the concept of the Balanced Scorecard (BSC) and suits every business which concentrates on strategic management and plans future developments.
With the help of Strategy Map charts you can illustrate entrepreneurial goals which allow you to distribute projects and tasks in the best possible way so that plans can be efficiently implemented. Due to this strategic extension of BSC, you can create additional value and put business areas in a well-structured perspective with each other.
The balanced scorecard was introduced in 1992 by Robert Kaplan and David Norton. It aims to provide organizations with a more 'balanced' view of performance than traditional financial measures alone. The balanced scorecard augments financial measures with non-financial metrics in key areas like customer satisfaction, internal processes, and learning and growth. It helps companies translate their mission and strategy into objectives and measures across these four perspectives and align initiatives, resource allocation, and individual goals to the strategic goals.
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
This document describes Zulekha Hospital's implementation of a Balanced Scorecard approach to strategic planning and performance measurement. It outlines how Zulekha developed a strategy map and scorecard with objectives in four perspectives: financial, customer, internal processes, and learning and growth. Metrics and initiatives were identified for each objective. The scorecard approach was then cascaded down to the radiology department to increase accountability and align goals across the organization. Implementing the Balanced Scorecard provided Zulekha with a common framework to communicate strategy, track performance, and improve patient satisfaction.
The document discusses managing corporate performance using a balanced scorecard approach. It introduces the balanced scorecard framework which includes four perspectives: financial, customer, internal business processes, and learning and growth. It then provides details on each perspective, including examples of strategic objectives and key performance indicators that could be used. The document also discusses how corporate scorecards can be cascaded down to create balanced scorecards at divisional and functional levels like HR, IT, finance, and marketing. Strategy maps are presented as a tool to translate strategies into objectives and measures across the four perspectives.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
The document discusses creating an implementation plan for a Balanced Scorecard. The plan should include who will be involved in designing the scorecard, what software tools will be used, who will design indicators and strategy maps, and how the scorecard will be updated, revised, and implemented across business units. The plan also needs to consider three viewpoints: strategic goals, key performance indicators, and initiatives that link actions to indicators.
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.
Many organizations will have clarity on their strategic direction and exactly ‘WHAT’ changes are needed to drive growth, but they are unclear on ‘HOW’ to operationalize new strategies across every sales channel and make the change sustainable.
Tracking Towards Success: Strategy Mapping and Balanced Scorecard for Higher EdJMH Consulting
Continuing Education faces pressure to grow, increase profitability, and reach new markets. However, many departments do not have clear goals and are unsure of which key performance indicators are most effective to measure progress. This presentation examines how to choose the most critical measurements, tie those measurements to efforts within your unit and link metrics with goals.
During this presentation we will review several important data points for CE units. We will look at data that can be easily pulled together and we will separate data into data that can be leveraged as a leading indicator and as a lagging indicator. During this presentation we will look at how data can be combined to paint a picture of what’s happening with your program and your unit. Finally, we will also look at ways in which different activities, such as marketing, admissions, and improvements to the overall curriculum can impact what you’re measuring and how.
The document discusses using a balanced scorecard approach to measure user experience. It provides an overview of balanced scorecards and their four perspectives: financial, customer, internal processes, and learning and growth. It then shows how user experience strategies and objectives can be mapped to each of the four perspectives in a user experience balanced scorecard. For example, under the financial perspective, objectives could include increasing revenue and reducing costs, while under customer it could focus on increasing conversions, retention, and loyalty. The document provides examples of objectives, measures, targets, and initiatives that could be included in a user experience balanced scorecard.
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
Applying the balanced scorecard for customer experience managementFarah Sidek
The balanced scorecard is an effective tool for measurement and evaluation of a firm's actions and strategies. However, where does the BSC stand with measuring Customer Experience Management. We discuss this with a case study of Southwest Airlines. A presentation for Services Marketing postgraduate course at The University of Queensland.
The document outlines a simple balanced scorecard approach developed by Samurai for managers. It discusses establishing a mission, vision, and strategy, then mapping these out on a single page. Key steps include preparing a 1-page summary, communicating it via a 1-slide presentation, and executing the plan on a single page. The balanced scorecard is intended as a management tool to be used in meetings to check measures, achievement, and trends and agree on actions.
Coaching is a tool used by organizations to help individuals enhance their performance and reach their full potential. It is a confidential, one-on-one process where a qualified coach helps the individual identify barriers and solutions. Coaching benefits both individuals and organizations by improving skills, motivation, succession planning and overall performance. For coaching to be successful, organizations must provide proper training and support for coaches, integrate coaching into performance reviews, and foster a culture where coaching is valued.
PCV2013 The Leadership Role for Product ManagersDerek Pettingale
This session will review leadership dynamics and the cross-functional leadership required to propel your product to a greater level of success. Includes Additional Slides on: Leadership Qualities, Organizational Culture Grid, Matrix of Requirements for Effective Change, Team Work Values and Manifesto.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
The document outlines strategies for improving performance review processes. It discusses definitions of key terms, benefits of performance reviews, and strategies around conducting reviews. It also addresses creating valid and legally defensible review systems, setting objectives, common rating errors, and criticisms of annual reviews. Finally, it proposes replacing annual reviews with regular feedback, separate discussions on performance and compensation, and focusing on developing high-performing teams through coaching.
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
Khoj aur parivartan a change management workshop for maruti associatesSoft Skills World
1. The document summarizes a change management workshop for Maruti associates based on Kurt Lewin's model of change theory.
2. It discusses driving and restraining forces, equilibrium, and the three stages of Lewin's change theory: unfreezing, moving to a new level, and refreezing.
3. The workshop aims to help associates change their attitudes, emotions, and behaviors to better align with Maruti's vision and values.
Lean Management Journal Tata Business Excellence ModelFraser Wilkinson
The document discusses the lean journey of Tata Steel Strip Products UK after being acquired from Corus. It describes how Tata implemented a business excellence model called the Tata Business Excellence Model (TBEM), which focuses on leadership, customers, and strategy. While Corus had implemented some lean initiatives like 5S and training, the TBEM approach led to a shift in thinking with a stronger emphasis on understanding customer needs. The TBEM process involves assessments of companies by business excellence professionals, exposing them to evaluating businesses holistically. This drove the leadership team at Tata Steel Strip Products UK to reflect on key business factors and how to better serve customers, laying the groundwork for a more successful lean implementation.
Customer expectations are influenced by their perceptions of both a company's functional qualities like cost, delivery and quality as well as emotional qualities like behavior, sensitivity and respect shown by the company. Meeting or exceeding these expectations can influence customers' decisions in a company's favor, while failing to meet expectations may influence decisions in favor of competitors.
Making The Business Case For Online Employee TrainingBizLibrary
Whether you’re doing traditional employee training or have yet to jump into the world of employee training, the fact remains… something is holding you back from investing in online training in the first place.
Maybe you see online training as too expensive, too difficult to implement, too complicated, too difficult to measure… we get it, it looks like a big mountain to climb. But with the pace of change in the modern workplace accelerating faster than ever and the need to maintain a competitive advantage becoming a major factor in whether or not a business fails or succeeds, online employee training has never been more important.
Join us as CEO of BizLibrary, Dean Pichee, outlines why you should invest money in training in the first place and discusses how much to invest, how to determine ROI on what you invest, tips and tricks for getting the most out of your online training program and techniques for getting budget approval from leadership.
In this webinar, you'll learn:
Why you should invest money into an online training program and what the expected ROI should be
Find out how much you should be investing in training
How to get the max ROI out of your training investment
How to present training to your C-Level and get budget approval
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Samuli Pahkala
One million ideas a year. A culture of innovation. An intrinsic belief that good enough never is. Matthew May’s manifesto shows you how Toyota’s principles and practices will help you engage your creative spirit and bring elegant solutions to your work and life.
The document discusses how Lean manufacturing principles can help companies during economic downturns when production volumes are decreasing. It argues that Lean can help increase market share by reducing lead times, defects, and costs. The author provides a plan for using Lean to measure success, manage inventories and capital, improve quality, and empower sales teams to negotiate higher volumes. The key is to rapidly apply Lean tools across the business to lower costs and times in order to gain competitive advantages.
Describes how organizations can go beyond mere ISO implementation, also adopt other Management tools, techniques, Management philosophies, Quality Award criteria and improve.
Talk given under auspices of Rajkot Management Association, Rajkot on 22nd October, 2010.
5 Tips to Significantly Improve Efficiency and Output of Your MeetingsKhorus
Taking the pulse of your company is necessary but have you ever considered how much time the meeting and the reports your staff is collating are consuming? According to a Clarizen/Harris interactive survey, 67 percent of those surveyed say they are spending up to four hours per week preparing for meetings, while a 3M Meeting Network survey of executives found up to 50 percent of the time people spend in meetings is wasted. That’s a lot of hours preparing for a meeting that is considered a waste of time.
How can you make your meetings more efficient while obtaining all of the relevant information you need to make informed decisions? At Khorus, we work specifically with CEOs and senior executives reach their full potential. We’d like to offer you 5 tips to get the most out of the least amount of meetings.
Download this eBook to learn:
- Where most meetings get off track
- What other CEOs feel about their current allocation of time
- Why so much time and resources are squandered preparing for meetings
- How to recapture your precious time
- The steps you can take now to stop the madness
Chapter 8 - SECRETS TO BUILDING A WORLD-CLASS BUSINESS THROUGH LEADERSHIP MAR...VINCE FERRARO
This document discusses secrets to building a world-class business through leadership marketing. It outlines six key roles of successful marketing leaders and organizations: 1) being a strategic visionary for the business, 2) growing revenues and market share while managing profitability, 3) identifying and creating new business opportunities, 4) bringing the voice of customers to senior leadership, 5) creating the right marketing structures, and 6) balancing strategic planning and tactical execution over time. The document emphasizes that marketing must be both strategic and able to execute, and that the most effective marketing leaders blend roles to drive business growth.
The document discusses how revenue growth is the largest driver of shareholder return but many CEOs focus on cost cutting instead of growth initiatives. It outlines a 4-step process companies can follow to systematically accelerate revenue growth: 1) Define and focus resources on the core business, 2) Establish a common set of market facts and insights, 3) Select the most powerful growth initiatives to implement well, 4) Master the process of change management. The first step is using a "spider chart" to identify the core customers, products, channels and geographies that make up 80% of profits in order to focus on high-potential opportunities within the existing business.
ABC Of Business Planning And DevelopmentClaire Webber
This document provides guidance on business planning and development. It discusses the importance of planning, defining goals and objectives, understanding competitors and constraints, developing a financial plan, and considering risks. Business development involves identifying routes to market, testing assumptions through initial deals, and scaling based on strengths and market feedback. Key aspects of business planning and development include properly defining the business, stating the mission and goals, analyzing the market, and identifying problems and opportunities for the product or service.
This document provides guidance on business planning and development. It discusses the importance of planning in ensuring business sustainability and surviving economic downturns. Key aspects of business planning discussed include defining the business, stating goals and objectives, analyzing competitors and constraints, developing a financial plan, and considering risks. Business development involves identifying growth opportunities, testing assumptions through initial deals, and then scaling partnerships and distribution to drive revenue. Both business planning and development require understanding stakeholders, promoting quantitative value, and developing internal support for partnerships. Near and long-term decisions and their consequences are also analyzed.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Learnings from Scaling (Businesses), Gunaseelan Radhakrishnan, EntrepreneurLounge47
Learnings from Scaling” imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than “Yes” to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits.
For Professional Services Firms the rules of strategy setting are different. Without knowing the differences instantly sets your firm into a dilemma and causes untold damage to turnover and growth as well as individual partner/director career development.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
In this dynamic business landscape, crafting strategies that withstand uncertainties is paramount. Explore the art of developing resilient strategies that adapt to changing conditions while maintaining focus on long-term goals.
Top 10 reasons to propel your business with a business development specialistDerek L. Harris
This document provides information on the role of business development professionals in helping organizations adapt to changing market conditions, identify hidden inefficiencies, drive growth, and ensure strategic alignment. It highlights how these professionals can help benchmark performance, strengthen management capabilities, implement productivity initiatives, and develop strategic plans to maximize opportunities and profitability. The document also provides examples of how business development support has helped companies access funding, gain new clients, and achieve substantial revenue growth.
Top 10 reasons to propel your business with a business development specialistzaggmedia
This document provides information on the role of business development professionals in helping organizations adapt to changing market conditions, identify hidden inefficiencies, drive growth, and ensure strategic alignment. It highlights how these professionals can help benchmark performance, strengthen management capabilities, implement productivity initiatives, and develop strategic plans to maximize opportunities and profitability. The document also provides examples of how business development support has helped companies access funding, gain new clients, and achieve substantial revenue growth.
Achieving Business Excellence (a ChangeThis Manifesto by John Spence)Samuli Pahkala
"There is no single strategy that will carry your company forever—just ask my buddy Tom Peters, who wrote the fantastic book In Search of Excellence back in 1982, only to watch more than half of the companies he highlighted go out of business! Markets shift, consumer preferences change, new competitors appear, technology advances—and so must you. Even though I can recommend which of today’s popular strategies I believe deserve your attention, there is no guarantee that these same strategies will still be as relevant in 20 years. I think they will, but no one can see that far ahead.
With all of that said, [these] are the six strategies on which all the great companies I studied were relentlessly focused."
The second presentation in a 3 part series on Fast and Sustainable Business Growth - how to thrive, not just survive regardless of the economy.
The Course Forward is hazardous, but staying put is worse. …Applied Knowledge is Power
Access The Science of Small Business Growth to maximize your current operations.
Occam - Building Your Own Data-driven Marketing StrategyRoger Stevens
This document outlines a five-stage strategy for building a data-driven marketing strategy. The stages are: 1) Make data a habit by defining key performance indicators; 2) Analyze your data landscape by auditing what data you have; 3) Fill data gaps by gathering needed data while respecting customer privacy; 4) Commit to data quality by investing in people, processes and technology; 5) Leverage technology to turn raw data into insights. Implementing this strategy in a careful, step-by-step manner can help marketers avoid common pitfalls and ensure their data delivers actionable insights to inform decisions.
This document provides an overview of key components of a business plan, including:
1. The executive summary which clearly states what is being asked for upfront.
2. The business description which outlines the industry, products/services, and plans for success.
3. The marketplace section which describes customers, competition, and market positioning.
4. The financial section containing income/cash flow statements, balance sheets, and break-even analyses.
Key components within these sections include business concept, market strategies, competitive analysis, operations/management plans, and financial factors. The length of a business plan can vary depending on the complexity of the business but typically ranges from 15-20 pages.
Where is your corporate focus; cost cutting or value proposition? Sustainable future growth must come not only from a cost-obsession, but a value-obsession. Check out this white paper from Northpoint Advisors.
This document discusses competitive intelligence (CI) and how it can benefit firms. It defines CI as gathering information to avoid surprises, think ahead of rivals, and minimize uncertainty when making business decisions. The document outlines the basic CI process of securing buy-in, gathering secondary information from sources like websites and primary information from employees and clients, analyzing the information, and using it for strategic purposes like business development, scenario planning, and mergers and acquisitions. It argues that CI can give firms advantages over competitors by improving strategic decision making.
Similar to Below C Level Strategy (a ChangeThis Manifesto by John Spence) (20)
A3 - Toyota’s way of solving problems and creating plansSamuli Pahkala
Toyota has designed a two-page mechanism for attacking problems. The A3’s constraints (just 2 pages) and its structure (specific categories, ordered in steps, adding up to a “story”) are the keys to the A3’s power. Though the A3 process can be used effectively both to solve problems and to plan initiatives, its greatest payoff may be how it fosters learning.
The Hazards of Leading Culture Change (a ChangeThis manifesto by Chip R. Bell...Samuli Pahkala
Over seventy-five percent of culture change efforts fail. Many culture change initiatives started out with compelling rationales, committed leaders, and zealous launches only to have the wheels come off the wagon before promise could yield payoff.
Change Your Thinking > To Change Your Results! (a ChangeThis Manifesto by Ton...Samuli Pahkala
“Business as usual is unrealistic in our current economic climate. Leaders must accept
the fact that success is likely to become a moving target and their organizations must
become faster, leaner and better equipped to compete and change quickly. To embrace
speed as a strategic asset requires higher levels of clarity about the real needs and
goals of the organization. Clarity means that the value and purpose of every effort
must be evaluated and put to the test.”
Mind of the Innovator: Taming the Traps of Traditional Thinking (a ChangeThis...Samuli Pahkala
Matthew May, author of "Elegant Solutions: Breakthrough Thinking the Toyota Way" and a popular ChangeThis manifesto on the subject, now brings our attention to the ‘Seven Sins of Solutions’, the traditional ways of thinking that prevent us from divining the most accurate—and elegant—of solutions to any problem solving situation. Using accessible examples, you’ll find yourself saying “Yes! That happens to me!” as you read. Lucky for us, May also provides methods to avoid those deadly sins and train our brains to think differently, allowing our inner innovator to flourish.
Creative Elegance: The Power of Incomplete Ideas (a ChangeThis Manifesto by M...Samuli Pahkala
“It is nearly impossible to make it through a typical day without exchanging ideas. Whether deciding on something as simple as a restaurant for a long overdue night out, or as complicated as the design of an entirely new product, we are forever involved in sculpting and selling our creative thought. Conventional wisdom says that to be successful, an idea must be concrete, complete, and certain. But what if that’s wrong? What if the most elegant, most imaginative, most engaging ideas are none of those things?”
It All Starts With A Sense of Urgency (a ChangeThis Manifesto by John Kotter)Samuli Pahkala
In a turbulent era, when new competitors or political problems might emerge at any time, when technology is changing everything, both the business-as-usual behavior associated with complacency and the running-in-circles behavior associated with a false sense of urgency are increasingly dangerous.
In bold contrast, a true sense of urgency is becoming immeasurably important. Real urgency is an essential asset that must be created, and re-created, and it can be.
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Samuli Pahkala
Here We Go Again: Leading in Tough Times
"Have you been wishing for the good old days lately? Or at least to rewind the economic clock 12 months? Leading a company during a slowing economy has plenty of challenges: What should you change, stop or continue doing?"
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
The management skills constitute a cycle of
goal creation, commitment, feedback, reward, and accomplishment,
with human interaction at every turn.
Notice that management is primarily about dealing effectively with people – being effective in leadership.
This presentation is my visual understanding of
John Spence’s Manifesto
”Achieving Business Excellence”
published by ChangeThis http://changethis.com/46.01.AchievingExcellence
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
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based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
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proces
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Below C Level Strategy (a ChangeThis Manifesto by John Spence)
1. ChangeThis
Below C-Level
Strategy
John Spence
No 62.03 Info 1/15
2. ChangeThis
“Simplicity is the
ultimate sophistication.”
leonardo da vinci
T here is no reason to make things more complex or difficult than they need to be, especially
when it comes to setting the strategy for your organization. For the past 14 years I have
traveled worldwide assisting a number of Fortune 500 clients, and dozens of small to medium-
sized businesses, in developing highly focused and effective business strategies. In doing so,
I have come to realize that what most people think about when they hear the words “strategic
planning” is not what most people actually do when they develop the key strategies for
their business.
No 62.03 Info 2/15
3. ChangeThis
The first myth about strategy: strategic planning is all about things like S.W.O.T. analysis,
competitive positioning and value chain analysis. Unfortunately, much of what passes for
“strategic planning” in most companies is little more than the application of various processes
and methodologies to detailed data analysis. Here’s the problem: analysis is not strategy.
You can be fantastic at working the processes and applying the methodologies, but if the information
and ideas you are loading into the front of the process are not unique, differentiated and highly
valued by the marketplace, then, as my friends in the computer field say, GI = GO (garbage in =
garbage out). In other words, if you don’t already have a solid business background and acumen in
the areas of competitive intelligence, industry expertise, product expertise, customer expertise,
emerging trends, best practices and a wide array of best-in-class benchmarks, then all the flip charts,
flow charts and sticky notes in the world won’t help you to create a truly effective business strategy.
Myth number two about strategy: creating “real” strategy is about making bold and risky bets on
substantial resource allocations such as expanding into new global markets, purchasing or divesting
a company, committing billions to building new facilities, or saving billions by off-shoring substantial
parts of the business. The truth of the matter is, very few people in an organization ever get to make
these sorts of strategic decisions. This kind of strategic planning is reserved for the rarefied few
who live at the C-level, while the rest of us are relegated to setting another kind of strategy, one that
is just as important, but with a completely different focus. What I call “below C-level strategy.”
No 62.03 Info 3/15
4. ChangeThis
Below C-Level Strategy
The CEO and her senior management team have just come back from a three-day offsite in Palm
Beach with the new “global strategy” and now it’s your job as a business-line or mid-level manager
to figure out how to take these lofty ideas and long-term plans and build an organization to
effectively implement them in the real world. Or, you’re a small business owner/manager and may
never have had a “three-day strategy off-site” at a high-end resort, but you still need to figure
out how to create a company that can profitably compete in the marketplace. This sort of situation
calls for a different type of strategy—one that is less about looking at “external” factors, like
differentiation and positioning, and more about looking at the “internal” strategies of how to build
an agile organization that can flawlessly execute on the key business objectives. This sort of
strategic planning requires someone who is down in the trenches and understands how the business
really works, far away from the ivory tower. Whereas C-level strategic planning is for people that
“make” budgets; below C-level strategic planning is for those of us that are given a budget. Folks at
the C-level make broad reaching decisions that direct people and departments across the entire
organization, while those of us below C-level often have to focus on the few places within the organi-
zation where we do have impact, influence and some level of control. Luckily, the most important
strategies for creating a highly successful organization fall into a handful of key result areas, most
of which are completely within your control.
No 62.03 Info 4/15
5. ChangeThis
Making the very complex... awesomely simple!
In preparation for writing my new book, Awesomely Simple: Essential Business Strategies for Turning
Ideas Into Action, I looked closely at the hundreds of companies I have worked with and read literally
tens of thousands of pages on strategy and business excellence, all in an effort to determine the
key business strategies that truly successful companies seem to focus on as a foundation for winning
in the marketplace. From small two-person startups to the top of the Fortune 500 and across every
imaginable type of industry, it was fascinating to watch as a clear pattern emerged around a cluster
of core strategies that were the foundation for business success. In addition to establishing C-level
strategies around market-facing issues such as scope of the business, product mix, market segmenta-
tion and innovation, highly successful organizations also focused intently on building the “internal”
strategies necessary to excel in these areas:
1. Consistent Product Quality
2. Sound Financial Management
3. Talent Acquisition and Growth
4. Superior Corporate Culture
5. Disciplined Execution
6. Extreme Customer Focus
The first two items on this list are simply the price of admission to play the great game of business.
At a bare minimum your products/services must meet the quality standards required by your
customers. This does not mean you have to sell the “highest quality” product or deliver the absolute
pinnacle in customer service, but rest assured that the marketplace will punish you if attempt to
mask a sub-standard product behind slick marketing and manipulative selling techniques or deliver
inconsistent service when your customer’s expectations are more demanding. There is no escaping
the fact that all long-term business success is based on adding real value to the customer.
No 62.03 Info 5/15
6. ChangeThis
It is also important to realize that there has never been a business with sustained success that did
not have in place sound financial management practices. It’s one of my favorite sayings, “If you aren’t
managing cash flow, you won’t be managing much for long.” So at the very foundation, every busi-
ness must have in place internal strategies that allow them to deliver consistent quality products and
services with strong financial controls.
To me, the next four items on that list (along with several critical subcategories) lay out a framework
for developing the internal, below C-level strategies, that are essential to creating a high performance
organization. Because there is not room in this manifesto to go into each of these areas in great
detail I’ll take the next item on the list, “talent acquisition and growth” and use it as an example of
how to go about building the key internal strategies to excel in this area of your business.
It’s one of my favorite sayings, “If you aren’t
managing cash flow, you won’t be managing
much for long.”
No 62.03 Info 6/15
7. ChangeThis
Finding and keeping the “Best People”
I want to share a secret with you that can completely shift the future of your company—a core inter-
nal strategy that is so important that, without it, there is virtually no way to build a great organiza-
tion. I have been jumping up and down like a crazy man about this idea for years, trying as hard as
I can to get people to listen, yet unbelievably, far too few businesses understand the importance
of this very simple fact: The future of your company is directly tied to the quality of talent you can
attract and keep.
The future of your company is directly tied to
the quality of talent you can attract and keep.
I know that doesn’t sound particularly earth shattering, sexy or revolutionary, but it underlies one
of the most powerful business paradoxes I have ever encountered. Every business book I buy, every
business magazine I read, and literally thousands of research studies clearly demonstrate that, in
today’s world, you cannot survive unless a major internal strategy of your company revolves around
talent management. Yet, it has been my frustrating experience that not nearly enough businesses
takes this seriously! Oh, some pay a lot of lip service to the “it’s a war for talent” story, but I have
found that it is the very rare company that truly embraces the strategic importance of finding, hiring
and taking care of only the very best people they can possibly bring into the organization. This is
great for you, because if your organization makes talent acquisition and development a core compe-
tency, it will create a huge competitive advantage that is extremely difficult to copy.
No 62.03 Info 7/15
8. ChangeThis
Let’s face it. Products across the globe—even those that traditionally would have been considered
unique and valuable—are becoming commoditized. Every company, in every industry, is feeling the
squeeze of increased competition and extremely well informed consumers who have unprecedented
access to the information needed to make a buying decision. The old bastions of competitive
advantage—location, access to capital, proprietary technology, distribution channels, etc.—are in
most cases no longer relevant. The only truly sustainable competitive advantage left? The creation
of a corporate culture that is solidly built on a foundation of continuous innovation and extreme
customer focus—both of which can only be delivered by highly talented people.
Here is the formula for business success in the future: Talent x Culture = Profit
But, the word “talent” is pretty ambiguous and has lots of moving parts, so here is what I think
constitutes real business talent:
The old bastions of competitive advantage—
location, access to capital, proprietary
technology, distribution channels, etc.—
are in most cases no longer relevant.
No 62.03 Info 8/15
9. ChangeThis
The Five C’s of Talent
1. Competence: At the very foundation, to be considered “talent,” a person has to be highly
competent in an area that is valuable in the marketplace. He must possess skills, abilities, ideas,
and information that people are willing to pay for. Truly talented people are fanatics for lifelong
learning, with an insatiable desire to increase their skills and knowledge at every possible
opportunity. Through books, magazines, CDs, podcasts, seminars and mentors, every successful
businessperson is a sponge for new ideas.
Truly talented people are fanatics for lifelong
learning, with an insatiable desire to
increase their skills and knowledge at every
possible opportunity.
2. Character: It does not matter how smart a person is if they lack character. You can have the
smartest person on your team, the very highest performer—yet if he or she isn’t completely
trustworthy, you have a liability, not an asset. It is absolutely essential that the talented people you
hire conduct themselves with complete integrity in every situation. Honesty, transparency, and
living a values-based life are the elements that build both professional and personal character.
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10. ChangeThis
3. Collaboration: The world is too complex, with too much information, moving at too high
a velocity for any single individual to handle it alone. Heck, even the Lone Ranger had Tonto!
For a talented individual to be effective in any organization, it is essential that she be superb
at collaborating with others, work well on teams, strongly embrace knowledge sharing,
and willing to submerge her personal ego for the success of those around her. Teamwork is
mandatory, not optional.
4. Communication: Every talented business professional who succeeds at a high level is an
expert communicator. But, contrary to what you might be thinking, it is not great skills of oratory
or persuasion that are the most important, but rather the ability to ask superior questions and
then listen to the answers. Truly great communicators are curious. They watch everything, they
listen to every word, they look for the meaning and emotions behind the words, and they make
the person they are talking to the very center of their universe. They are adept at laying out
simple, clear and logical arguments—all while connecting emotionally. Talented business people
understand that communications skills like clear speech, focused listening, asking questions,
body language, motivation and conflict resolution are those that must be developed and constantly
improved upon.
5. Commitment: No great success is ever achieved without great effort. Highly talented business
people are committed, driven and passionate about what they are doing. They do not see their
work as a “job,” but instead as an adventure, a quest, a higher calling. They have a positive, can-do
attitude, embrace risk and see setbacks as opportunities for learning. More than charisma, it
is their focused and disciplined commitment to excellence and their personal integrity that inspire
those around them.
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To succeed in the future, you must become a fanatic about finding and recruiting top talent today.
You need to be obsessed with discovering highly competent people of impeccable character who
work really well with others, are great communicators, and have a driving commitment to excellence.
And the only way to succeed in this challenge is to make “Best People” a cornerstone of your internal
strategies and put into place the systems, processes and programs necessary to build a pipeline that
delivers a steady stream of talent to your team. Time and time again, I’ve had organizational leaders
tell me how hard it is to find “good people.” But when I ask these leaders to describe the actual
strategy they have in place to hunt down top talent and get them on their team, the typical reply is:
“We have a help wanted ad in the newspaper and posted something on Monster.com.” That is pathetic.
The only way to win the war for talent is to employ a “Shock and Awe” campaign to make talent
acquisition a major strategic thrust in your company. Ask yourself these questions:
➔ Do I have a written list of at least ten super talented people I’d love to hire right now if
I only had a position available for them?
➔ Do I take at least one highly talented potential employee to lunch every month?
➔ Is there someone in my company who has a strong personal relationship with the top placement
officers at all of the local colleges and universities?
➔ Is there someone in my company who is attending numerous association and community
meetings, constantly looking for top talent?
➔ Do I hold regular open houses where interested individuals are invited to consider a career
with my firm?
➔ Do I have an internship program that taps promising college students to come in
and work with us before they are on the open market?
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12. ChangeThis
➔ Do I have a wide network of business colleagues that are constantly looking for talented
individuals to refer to my company?
➔ Am I keeping a close eye on the really talented people that work for my competition?
➔ Do I have a reward system for my current employees if they recommend a highly talented person
who becomes a new member of my organization?
➔ Am I, or my HR director, strategically looking at the needs of our organization three to five
years down the road, and beginning the process of finding the type of talent we’ll need
long before we get in a desperate situation?
➔ Do I have a robust, well-thought-out, and highly effective interviewing process to ensure
that I’m making the best possible hiring decisions?
➔ Do I have a clear and focused competency model of exactly the skill sets, attitudes,
and behaviors I am looking for in the kind of people you want to bring onto your team?
➔ Do I have a well-thought-out and focused exit interview process that’s employed for every person
that leaves my organization?
➔ What sort of an impact would it have on my organization if we truly became a talent machine?
➔ What is standing in the way of attracting top talent to my organization right now?
If you do not have absolutely fantastic answers for every single one of those questions, you have
some work to do! It is one thing to say that you understand and agree that making your organization
a “talent magnet” should be a key strategic thrust, but it’s completely another thing to have the
systems, processes, plans and action steps in place to actually make it happen!
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13. ChangeThis
Now, just few more questions to quickly get a feel for how well your organization is doing on
the other key internal strategies listed above.
➔ Have you created a vivid, compelling and well-communicated vision for the future
of your organization?
➔ Do all of the people in your organization regularly practice open, honest, transparent
and courageous communication?
➔ Do you have an organizational culture that strongly embraces a sense of urgency
in trying to get the most important things done... right now!
➔ Is your team superb at disciplined execution in consistently delivering your value proposition?
➔ Is your entire organization a living example of extreme customer focus?
How were your answers to those questions? If you have the right internal “below C-level”
strategies in place, these should all be clear strengths for your company. If they are not, there
is more work yet to do.
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14. ChangeThis
“I have been impressed with
the urgency of doing. Knowing
is not enough; we must apply.
Being willing is not enough;
we must do.” leonardo da vinci
I hope that, through this manifesto, you have come to realize that running a highly successful
organization is not nearly as complex, confusing and challenging as you might have thought.
Whether you are the CEO of a multinational company, the owner of a small business, or a middle
manager just trying to make your part of the organization the best it possibly can be, your task
is to create a set of “below C-level internal strategies” that will focus your entire organization on
building a set of core competencies that are essential for sustained business success.
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15. ChangeThis
info
AbouT The AuThor
John Spence has spent decades helping business owners and managers cut through the clutter to determine
the core needs for creating and sustaining a successful organization. He has presented workshops, speeches
and executive coaching to more than 300 organizations worldwide, and has been a guest lecturer at over
90 colleges and universities across the United States. In his new book, Awesomely Simple, Spence helps you
take a hard look at your business and evaluate how it is succeeding in the six areas most critical for lasting
success. By bridging the knowing-doing gap, Spence shows how to develop tailored plans in easy-to-follow
steps that will allow you to dramatically improve the success of your company. Learn more at johnspence.com.
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Awesomely Simple. This document was created on September 9, 2009 and is based on the best information available at that time.
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AbouT ChAnGeThis CoPyriGhT info WhAT you CAn do
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