BSC Diagrams
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A collection of BSC diagrams from Balanced Scorecard Romania. Free to use, as long as the source is mentioned.
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4 Levels BSC Alignment
Balanced Scorecard Alignment based on four levels: (A) Organizational, (B) Divisional, (C) Individual - Strategic Jobs Families and (D) Individual.
Quadra Model (RO)
Modelul Quadra specifică direcțiile și opțiunile strategice utilizate în Formularea Strategiei. Modelul strategic al unei firme reprezintă în mod uzual un mix al mai multor direcții și opțiuni strategice. Avantajul competitiv tranzitoriu se obține prin actualizarea periodică a Modelului strategic al firmei, pentru adaptarea la schimbările și evoluțiile mediului de business extern (macro-economic și micro-economic) și a celui intern (competențe, cunoaștere, leadership, cultură organizațională).
Balanced Scorecard si rolul Capitalului Uman
Prezentare sustinuta la
Conferinta Internationala
“The Future of Human Resources”
Brasov, Romania, 6-8 Oct. 2010
The BSC: Creating Alignment & Sinplifying
What are Balanced Scorecards
What is Rare’s Balanced Scorecard
How Rare uses the Balanced Scorecard
Strategy Map Weighting
Definition of the weight of each objective in the Strategy Map, based on the strength of the cause-effect relationship between the BSC objectives.
Competitive Advantage Cycle
No Competitive Advantage can last forever. It is always transient. That is why, sooner or later, the committed quest for designing and building a Next Transient Competitive Advantage becomes of paramount importance for any business wishing to achieve or sustain its success in the future. The Competitive Advantage Cycle describes the evolution of companies and business lines from their Current Competitive Advantage to their Next & Future ones. When we move along the Competitive Advantage Cycle, our Strategic Focus is shifting, closing in sequence the Strategic Coherence Gaps for the Consecutive Strategic Destinations that we are aiming to reach. Access the PDF version of this document at: http://issuu.com/mihaiionescu7/docs/competitive_advantage_cycle and the associated video at: https://youtu.be/CMfT_Q89I-E
STRATEGIC BUSINESS MODEL CANVAS V2.0
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
Recommended
4 Levels BSC Alignment
Balanced Scorecard Alignment based on four levels: (A) Organizational, (B) Divisional, (C) Individual - Strategic Jobs Families and (D) Individual.
Quadra Model (RO)
Modelul Quadra specifică direcțiile și opțiunile strategice utilizate în Formularea Strategiei. Modelul strategic al unei firme reprezintă în mod uzual un mix al mai multor direcții și opțiuni strategice. Avantajul competitiv tranzitoriu se obține prin actualizarea periodică a Modelului strategic al firmei, pentru adaptarea la schimbările și evoluțiile mediului de business extern (macro-economic și micro-economic) și a celui intern (competențe, cunoaștere, leadership, cultură organizațională).
Balanced Scorecard si rolul Capitalului Uman
Prezentare sustinuta la
Conferinta Internationala
“The Future of Human Resources”
Brasov, Romania, 6-8 Oct. 2010
The BSC: Creating Alignment & Sinplifying
What are Balanced Scorecards
What is Rare’s Balanced Scorecard
How Rare uses the Balanced Scorecard
Strategy Map Weighting
Definition of the weight of each objective in the Strategy Map, based on the strength of the cause-effect relationship between the BSC objectives.
Competitive Advantage Cycle
No Competitive Advantage can last forever. It is always transient. That is why, sooner or later, the committed quest for designing and building a Next Transient Competitive Advantage becomes of paramount importance for any business wishing to achieve or sustain its success in the future. The Competitive Advantage Cycle describes the evolution of companies and business lines from their Current Competitive Advantage to their Next & Future ones. When we move along the Competitive Advantage Cycle, our Strategic Focus is shifting, closing in sequence the Strategic Coherence Gaps for the Consecutive Strategic Destinations that we are aiming to reach. Access the PDF version of this document at: http://issuu.com/mihaiionescu7/docs/competitive_advantage_cycle and the associated video at: https://youtu.be/CMfT_Q89I-E
STRATEGIC BUSINESS MODEL CANVAS V2.0
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
The Penta Model
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
Kaplan & Norton, Introduction to XPP
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Strategic Objective's Status Calculation
The three cases for Objective's Status Calculation
A. Operational Objective's Status Calculation
B1. Strategic Objective's Status Calculation - Case 1 (Lead & Lag KPI Measures)
B2. Strategic Objective's Status Calculation - Case 2 (Driving & Driven Objectives)
For more information about these diagrams, read the LinkedIn Pulse article
'Strategic Objective's Status. How do we calculate it?'
https://www.linkedin.com/pulse/strategic-objectives-status-how-do-we-calculate-mihai-ionescu
Strategic Business Model (SBM) Canvas
The Strategic Business Model (SBM) Canvas has been updated, reflecting mainly the new unified Penta Model framework. For the PDF version, go to Issuu:
http://issuu.com/home/statistics/publications/strategic_business_model_canvas_4da034c0e38aaf
Strategic Performance & Risk Integration
Strategic Performance and Risk Integration. The related article can be found on LinkedIn Pulse, at https://www.linkedin.com/pulse/strategic-performance-risk-integration-mihai-ionescu
Strategy execution master class 2017 by jeroen de flander
Brochure strategy execution master class by Jeroen De Flander. This is the official strategy execution certification course endorsed by the institute for strategy execution
Strategy Formulation Workflow (Summary)
Summary of the Strategy Formulation Workflow (June 2015). See the PDF version at: http://issuu.com/mihaiionescu7/docs/strategy_formulation_workflow__summ
Strategic Business Model Canvas v3
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
The Penta Model Short Description
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
Strategy Clockwork Short Description
The Strategy Clockwork is a management model connecting the dots of the key concepts, theories, and frameworks for managing the full cycle of the Strategy.
The Merger Endgame Revisited (Kearney, 2013).pdf
Published by Kearney in 2013. Authors: Jürgen Rothenbuecher, Joerg Schrottke, Sandra Niewiem
The Strategy Process
Market testing & research is invaluable for making the right Strategic Choices. Same is the customer design process, focused on their Jobs-to-Be-Done and the possible solutions for them. How can we make informed choices if we are unaware of the trends and weak signals that anticipate the possible plausible futures for which we design our Strategy? How can we make those choices if we don't understand how good or bad may they be in each of the most plausible alternative Strategic Scenarios?
Read mor about this in the LinkedIn post
THE STRATEGY PROCESS
https://lnkd.in/dxE2QukX
Strategy cycle, experimentation-driven, incremental, and adaptive
Read the description on https://bit.ly/strategy-cycle-not-linear ... STRATEGY IS A CYCLE, NOT A LINEAR PROCESS ... A good article recently published by Prof. Roger Martin highlights the incremental questions-driven process of designing a Strategy /*. But there are several important things to consider about this.
1. A cycle, not a linear process. All these question stages build on the previous ones' answers, and support us in asking the next questions. But they are part of a cycle, as the last answers in an iteration help us ask the first questions in the next iteration. It's both incremental and, most importantly, adaptive /**.
2. Happening in parallel, mutually-reinforcing zones. Iterative as it is, Strategy is not a single-zone process. There are multiple horizons for our Strategy that make it happen in parallel in multiple zones, which mutually support each other, as part of Strategy's incremental cycle process /***...
/* What Strategy Questions are You Asking?, Roger Martin | https://lnkd.in/dJa_MHsF | /** Adaptive Strategy, Corrective Execution
https://lnkd.in/dQMQa7Xp
Strategy Skunk Works
https://lnkd.in/d4etfjTU | /*** Don't Rely on a Single Strategy!
https://lnkd.in/de9S4hcT
Palladium K-N BSC Hall of Fame
Palladium K-N Balanced Scorecard Hall of Fame members, the organizations that have received the HoF award for their implementations of the XPP (Execution Premium Process), the Kaplan-Norton Balanced Scorecard framework.
Between 2004 and 2018, a total of 214 organizations in 42 countries and in 32 industries have received the Palladium K-N BSC Hall of Fame award. The full public record can be reached here:
https://bit.ly/hof-palladium
See the Kaplan & Norton Execution Premium Process (XPP) diagram at:
http://bit.ly/xpp-diagram-original
Integrated Design Thinking
The Design Thinking workflow, as imagined by Stanford d.school and IDEO, including the highlighting of the Jobs-to-Be-Done discovery. The second slide illustrates the integration of the Design Thinking workflow within the Playing-to-Win cascade process.
Adaptive Strategy, Corrective Execution.pptx
See more details on the related LinkedIn post: ADAPTIVE STRATEGY, CORRECTIVE EXECUTION https://bit.ly/adapted-strategy-and-execution
The Strategy Management cycle works as an iterated chain of three main processes: Strategy Formulation (incl. Strategic Analysis, Scenario Planning, Design Thinking), Strategic Planning (incl. Alignment and Operational Integration) and Strategic Plan's execution (incl. Strategy Adaptation, Strategic Plan corrections & adaptation). The latter two are also known as Strategy Execution ...
Strategy Clockwork
The 10-stage Strategy Clockwork diagram for integrated Strategy Formulation and Strategy Execution
Five Steps for Strategy Formulation and Execution
The three questions that summarize Strategy:
1. Which Jobs to Be Done do we target? (Where to Play)
2. What Solutions would best help do those jobs? (How to Win)
3. Why can't we deliver those Solutions ... by tomorrow morning?
The latter is the strongest question of Strategy, because it tells us what required capabilities are we missing, or are not adequately configured, and what required activities can we not perform. Resulting from that, are the Strategic Gaps that we have to close. That's what we should focus on, as those gaps clarify for us the path from desire to action, and allow us to plan, perform and adapt the execution of our Strategy.
https://bit.ly/strategy-3-questions
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The Penta Model
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
Kaplan & Norton, Introduction to XPP
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Strategic Objective's Status Calculation
The three cases for Objective's Status Calculation
A. Operational Objective's Status Calculation
B1. Strategic Objective's Status Calculation - Case 1 (Lead & Lag KPI Measures)
B2. Strategic Objective's Status Calculation - Case 2 (Driving & Driven Objectives)
For more information about these diagrams, read the LinkedIn Pulse article
'Strategic Objective's Status. How do we calculate it?'
https://www.linkedin.com/pulse/strategic-objectives-status-how-do-we-calculate-mihai-ionescu
Strategic Business Model (SBM) Canvas
The Strategic Business Model (SBM) Canvas has been updated, reflecting mainly the new unified Penta Model framework. For the PDF version, go to Issuu:
http://issuu.com/home/statistics/publications/strategic_business_model_canvas_4da034c0e38aaf
Strategic Performance & Risk Integration
Strategic Performance and Risk Integration. The related article can be found on LinkedIn Pulse, at https://www.linkedin.com/pulse/strategic-performance-risk-integration-mihai-ionescu
Strategy execution master class 2017 by jeroen de flander
Brochure strategy execution master class by Jeroen De Flander. This is the official strategy execution certification course endorsed by the institute for strategy execution
Strategy Formulation Workflow (Summary)
Summary of the Strategy Formulation Workflow (June 2015). See the PDF version at: http://issuu.com/mihaiionescu7/docs/strategy_formulation_workflow__summ
Strategic Business Model Canvas v3
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
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Ebook it's all about strategy execution - new edition
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More from Mihai Ionescu
The Penta Model Short Description
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
Strategy Clockwork Short Description
The Strategy Clockwork is a management model connecting the dots of the key concepts, theories, and frameworks for managing the full cycle of the Strategy.
The Merger Endgame Revisited (Kearney, 2013).pdf
Published by Kearney in 2013. Authors: Jürgen Rothenbuecher, Joerg Schrottke, Sandra Niewiem
The Strategy Process
Market testing & research is invaluable for making the right Strategic Choices. Same is the customer design process, focused on their Jobs-to-Be-Done and the possible solutions for them. How can we make informed choices if we are unaware of the trends and weak signals that anticipate the possible plausible futures for which we design our Strategy? How can we make those choices if we don't understand how good or bad may they be in each of the most plausible alternative Strategic Scenarios?
Read mor about this in the LinkedIn post
THE STRATEGY PROCESS
https://lnkd.in/dxE2QukX
Strategy cycle, experimentation-driven, incremental, and adaptive
Read the description on https://bit.ly/strategy-cycle-not-linear ... STRATEGY IS A CYCLE, NOT A LINEAR PROCESS ... A good article recently published by Prof. Roger Martin highlights the incremental questions-driven process of designing a Strategy /*. But there are several important things to consider about this.
1. A cycle, not a linear process. All these question stages build on the previous ones' answers, and support us in asking the next questions. But they are part of a cycle, as the last answers in an iteration help us ask the first questions in the next iteration. It's both incremental and, most importantly, adaptive /**.
2. Happening in parallel, mutually-reinforcing zones. Iterative as it is, Strategy is not a single-zone process. There are multiple horizons for our Strategy that make it happen in parallel in multiple zones, which mutually support each other, as part of Strategy's incremental cycle process /***...
/* What Strategy Questions are You Asking?, Roger Martin | https://lnkd.in/dJa_MHsF | /** Adaptive Strategy, Corrective Execution
https://lnkd.in/dQMQa7Xp
Strategy Skunk Works
https://lnkd.in/d4etfjTU | /*** Don't Rely on a Single Strategy!
https://lnkd.in/de9S4hcT
Palladium K-N BSC Hall of Fame
Palladium K-N Balanced Scorecard Hall of Fame members, the organizations that have received the HoF award for their implementations of the XPP (Execution Premium Process), the Kaplan-Norton Balanced Scorecard framework.
Between 2004 and 2018, a total of 214 organizations in 42 countries and in 32 industries have received the Palladium K-N BSC Hall of Fame award. The full public record can be reached here:
https://bit.ly/hof-palladium
See the Kaplan & Norton Execution Premium Process (XPP) diagram at:
http://bit.ly/xpp-diagram-original
Integrated Design Thinking
The Design Thinking workflow, as imagined by Stanford d.school and IDEO, including the highlighting of the Jobs-to-Be-Done discovery. The second slide illustrates the integration of the Design Thinking workflow within the Playing-to-Win cascade process.
Adaptive Strategy, Corrective Execution.pptx
See more details on the related LinkedIn post: ADAPTIVE STRATEGY, CORRECTIVE EXECUTION https://bit.ly/adapted-strategy-and-execution
The Strategy Management cycle works as an iterated chain of three main processes: Strategy Formulation (incl. Strategic Analysis, Scenario Planning, Design Thinking), Strategic Planning (incl. Alignment and Operational Integration) and Strategic Plan's execution (incl. Strategy Adaptation, Strategic Plan corrections & adaptation). The latter two are also known as Strategy Execution ...
Strategy Clockwork
The 10-stage Strategy Clockwork diagram for integrated Strategy Formulation and Strategy Execution
Five Steps for Strategy Formulation and Execution
The three questions that summarize Strategy:
1. Which Jobs to Be Done do we target? (Where to Play)
2. What Solutions would best help do those jobs? (How to Win)
3. Why can't we deliver those Solutions ... by tomorrow morning?
The latter is the strongest question of Strategy, because it tells us what required capabilities are we missing, or are not adequately configured, and what required activities can we not perform. Resulting from that, are the Strategic Gaps that we have to close. That's what we should focus on, as those gaps clarify for us the path from desire to action, and allow us to plan, perform and adapt the execution of our Strategy.
https://bit.ly/strategy-3-questions
Pivoting Capabilities
See the Pivoting Capabilities post on LinkedIn: https://bit.ly/pivoting-capabilities
Strategy Formulation workflow
See details about this diagram on LinkedIn: Strategy for Left-Brainers https://www.linkedin.com/pulse/strategy-left-brainers-mihai-ionescu/
Strategic Planning & Alignment workflows
See details about this diagram on LinkedIn: Strategy for Left-Brainers https://www.linkedin.com/pulse/strategy-left-brainers-mihai-ionescu/
EFQM Self Assessment Questionnaire
Typical example of EFQM self-assessment questionnaire, used to evaluate the approaches used in various organization processes.
BSC vs. EFQM - Metro do Madrid
The correlation between the BSC Strategy Map structure and the EFQM criteria structure, as seen by Metro do Madrid (2009)
Planificarea Strategica a Guvernului
Exemple și formate ilustrative privind sistemul de Planificare Strategică a Guvernului (2016). Planșe utilizate (parțial) în emisiunea Money News TV cu același subiect: https://youtu.be/L20LyVnr-fA
Conditionare Moldova
Condiționarea obiectivată a împrumutului acordat de Guvernul Cioloș Moldovei. Detalii în articolul LinkedIn https://www.linkedin.com/groups/2332620/2332620-6099491641553412098
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Strategy cycle, experimentation-driven, incremental, and adaptive
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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