This document discusses developing and implementing a strategy using the Balanced Scorecard (BSC) approach. It outlines the 7 steps to developing and implementing a BSC: 1) identifying objectives, 2) developing a strategic framework, 3) completing the framework with actions, 4) bundling actions into projects, 5) reporting with the BSC, 6) arranging the BSC in the leadership process, and 7) organizing a learning process. It provides examples of developing a company's vision, mission, strategic topics, and stakeholder perspectives for a sample company producing rear-view mirrors. The document encourages defining objective-oriented actions that align with strategic topics and perspectives.
"Moving From a Feature Factory to User Value Creation Organization" by Michae...Productized
Product management grew out of a realization that customer focus and product knowledge was critical to building suсessful products. However, not all organizations have embraced the revectored responsibilities brought by this change. Many organizations still run as “feature factories” focused on “more” delivery and not “what” or “why”. In this model Product Managers function as development handlers, meant to increase speed and hit dates. The importance of focusing on outcomes and not how many tickets are delivered is paramount to success in today’s competitive landscape. Resource waste on the wrong features can be all it takes for a competitor to displace the cash cow.
In this PRODUCTIZED talk, Michael Rutledge, Senior Product Manager at OLX Group, dives deep on what defines customer value delivery, a Product Manager’s role in the cycle, the attributes of a high functioning delivery organization, and the challenges of migrating between models.
A product manager investigates, selects, and develops products for an organization, performing the activities of product management.
A Product Manager Communicates product vision from the highest levels of executive leadership to development and implementation teams. The product manager is often considered the CEO of the product and is responsible for the strategy, road map, and feature definition for the product or product line. The position may include marketing, forecasting, and profit and loss (P&L) responsibilities.
For more info reach us at engage@confianzys.com OR rahul@confianzys.com
The document discusses the sales process and increasing its efficiency. It presents the typical steps in a sales process from acquiring suspects to closing orders. It also shows the ratios of prospects needed at each stage to achieve orders and discusses focusing efforts on new and existing clients. Automating the sales process and extracting key performance indicators is presented as a way to increase efficiency.
KNOLSKAPE is an organization that provides experiential learning products and solutions to transform talent. Their mission is to bridge the gap between theory and practice through simulations, games and other experiential tools. They offer a portfolio of products including business simulations, case studies and a gamified learning management system. They also run over 20 off-the-shelf experiential training programs covering topics like leadership, strategy, technology management, finance and sales. Their solutions are aimed across four pillars - the smart project manager, consultant, manager and sales professional. KNOLSKAPE works with global companies and business schools to design and deliver these programs.
The purpose of Productized is to help innovators create successful products.
Making a great product is super-tough. Productized helps entrepreneurs make their early prototypes and access the resources they need to succeed.
We fight for a culture of innovation and productization for both public and private organizations. We bridged several Lisbon Universities, research laboratories, established companies and startup founders.
We have tons of great technologies being created in several Universities, research labs, and even companies but, they are not being productized. Why is that? How can we make it visible?
We believe in human-centered methodologies, product design and product management within startups as well as in established companies to craft thoughtful product experiences.
Because great economies and companies live from great product and services experiences.
This impact report is a small showcase of that work and our thank you to all the partners, mentors, volunteers and staff who help the success of product-driven innovators!
Thank you for your commitment towards our association. We won't let you down.
This document introduces a new approach called the "Value Diamond" that adds a fourth dimension of "Business Value" to traditional project management. It discusses the DART methodology for implementing this approach, which focuses on defining customer objectives, assigning target "value darts" to measure business value, realizing that value during project execution, and tracking/improving value realization. The approach has resulted in millions of dollars in quantified benefits for customers and businesses. Key challenges to implementation include socializing the new approach and customizing it for varied projects.
Creating a Product Management Team from ScratchJeremy Horn
Slides Bill Gourlay recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: So you've been approached by the board of a business to build a product management team. How do you approach it, what are the challenges, and where are the critical items that will make a difference between success and failure.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
This document discusses developing and implementing a strategy using the Balanced Scorecard (BSC) approach. It outlines the 7 steps to developing and implementing a BSC: 1) identifying objectives, 2) developing a strategic framework, 3) completing the framework with actions, 4) bundling actions into projects, 5) reporting with the BSC, 6) arranging the BSC in the leadership process, and 7) organizing a learning process. It provides examples of developing a company's vision, mission, strategic topics, and stakeholder perspectives for a sample company producing rear-view mirrors. The document encourages defining objective-oriented actions that align with strategic topics and perspectives.
"Moving From a Feature Factory to User Value Creation Organization" by Michae...Productized
Product management grew out of a realization that customer focus and product knowledge was critical to building suсessful products. However, not all organizations have embraced the revectored responsibilities brought by this change. Many organizations still run as “feature factories” focused on “more” delivery and not “what” or “why”. In this model Product Managers function as development handlers, meant to increase speed and hit dates. The importance of focusing on outcomes and not how many tickets are delivered is paramount to success in today’s competitive landscape. Resource waste on the wrong features can be all it takes for a competitor to displace the cash cow.
In this PRODUCTIZED talk, Michael Rutledge, Senior Product Manager at OLX Group, dives deep on what defines customer value delivery, a Product Manager’s role in the cycle, the attributes of a high functioning delivery organization, and the challenges of migrating between models.
A product manager investigates, selects, and develops products for an organization, performing the activities of product management.
A Product Manager Communicates product vision from the highest levels of executive leadership to development and implementation teams. The product manager is often considered the CEO of the product and is responsible for the strategy, road map, and feature definition for the product or product line. The position may include marketing, forecasting, and profit and loss (P&L) responsibilities.
For more info reach us at engage@confianzys.com OR rahul@confianzys.com
The document discusses the sales process and increasing its efficiency. It presents the typical steps in a sales process from acquiring suspects to closing orders. It also shows the ratios of prospects needed at each stage to achieve orders and discusses focusing efforts on new and existing clients. Automating the sales process and extracting key performance indicators is presented as a way to increase efficiency.
KNOLSKAPE is an organization that provides experiential learning products and solutions to transform talent. Their mission is to bridge the gap between theory and practice through simulations, games and other experiential tools. They offer a portfolio of products including business simulations, case studies and a gamified learning management system. They also run over 20 off-the-shelf experiential training programs covering topics like leadership, strategy, technology management, finance and sales. Their solutions are aimed across four pillars - the smart project manager, consultant, manager and sales professional. KNOLSKAPE works with global companies and business schools to design and deliver these programs.
The purpose of Productized is to help innovators create successful products.
Making a great product is super-tough. Productized helps entrepreneurs make their early prototypes and access the resources they need to succeed.
We fight for a culture of innovation and productization for both public and private organizations. We bridged several Lisbon Universities, research laboratories, established companies and startup founders.
We have tons of great technologies being created in several Universities, research labs, and even companies but, they are not being productized. Why is that? How can we make it visible?
We believe in human-centered methodologies, product design and product management within startups as well as in established companies to craft thoughtful product experiences.
Because great economies and companies live from great product and services experiences.
This impact report is a small showcase of that work and our thank you to all the partners, mentors, volunteers and staff who help the success of product-driven innovators!
Thank you for your commitment towards our association. We won't let you down.
This document introduces a new approach called the "Value Diamond" that adds a fourth dimension of "Business Value" to traditional project management. It discusses the DART methodology for implementing this approach, which focuses on defining customer objectives, assigning target "value darts" to measure business value, realizing that value during project execution, and tracking/improving value realization. The approach has resulted in millions of dollars in quantified benefits for customers and businesses. Key challenges to implementation include socializing the new approach and customizing it for varied projects.
Creating a Product Management Team from ScratchJeremy Horn
Slides Bill Gourlay recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: So you've been approached by the board of a business to build a product management team. How do you approach it, what are the challenges, and where are the critical items that will make a difference between success and failure.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Su...Rod King, Ph.D.
Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project.
The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method."
Try the Business DNA Clock and let's hear from you.
This document provides an overview of the Business Model Canvas tool. It describes the 9 building blocks that make up the Business Model Canvas, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It then explains how to use the Business Model Canvas to map out a business model and identify relationships between different elements. The document also introduces other related tools like the Value Proposition Canvas and presents examples of how well-known companies like low-cost airlines and Skype have applied business model thinking.
The document discusses moving from traditional program management to agile program management. Traditional program management focuses on measuring variance against plans rather than performance forecasting. It also views avoiding change as the primary activity. Agile program management provides practices to successfully manage a portfolio of projects through iterative deliverables. It focuses on continuously managing performance variation and control through incremental deliverables. The key principles of agile program management are vision, value, alignment, transparency, and results.
Series "The Magic PMO"
Objective: using the business management solution PRESTO Digital Enterprise, how to easily communicate and cascade high-level long-term business strategy (goals) trhoughout your organization to the middle management level linking objectives.
A short overview of how Gordon & McCallum helps Market Research agencies improve their research offer and grow more profitably. It covers help with designing and implementing unique, cut-through research solutions; support to improve business and sales focus and our approach to developing more effective and productive research organizations.
BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopoliz...Rod King, Ph.D.
The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly."
BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.
Autoglass provides windscreen repair and replacement services. It has achieved high customer satisfaction ratings and won awards for its services. Autoglass has expanded from a small family business to operating 500 branches across Europe through excellent services and products focused on customer satisfaction. Strategic planning techniques like BCG matrix, SPACE matrix and PIMS can help Autoglass analyze its portfolio, position in the market, and principles. A SWOT analysis identifies strengths in low costs and safety, while weaknesses include lack of promotion. PESTLE and Porter's Five Forces analysis examine the external environment and industry factors. Overall, Autoglass is well positioned to face competition through strong customer focus and strategic planning.
Scaling project operations for slideshareDeepu Prakash
This presentation was taken for the Google Business Group meet in Kochi on 9th of November 2015. The presentation addresses key issues faced by small and mid sized organizations while scaling project operations. The issues and points covered in this presentation are based on my experience with Project Operations (PMOs) on the services and the product side of IT/Software development firms.
KNOLSKAPE is an award winning immersive gamification and simulation software company focusing on talent transformation. Using experiential learning products, KNOLSKAPE helps organizations attract, grow and retain talent. Global Fortune 500 companies and Top-10 B-schools use KNOLSKAPE’s products and solutions for on-boarding, training, assessments and talent engagement.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
This document provides an overview of Business Growth Unlimited's Gateway programs focused on strategy, leadership, marketing, and new product development. It describes Business Growth Unlimited as having a solid foundation built on experience and skills to provide holistic consultancy services. The Gateway programs are workshops and seminars taught by subject matter experts to help business owners and managers develop strategies in key areas, accelerate growth, and maximize bottom line impact through a partnership approach.
The document summarizes an Executive MBA in Product Leadership program. The 15-month program is designed for senior technology managers and aims to help them develop strategic capabilities and competencies to contribute higher-order value as product leaders. The program uses an experiential learning approach delivered by industry practitioners. It includes courses in areas like product management, leadership, strategy, design, and operations. Participants work on real-world challenges and build solutions. The program aims to prepare graduates to accelerate their careers as product executives through hands-on learning and personalized coaching.
The document summarizes an Executive MBA in Product Leadership program. It is designed for senior technology leaders who want to develop strategic capabilities to contribute higher-order value as products are developed globally. The program focuses on transforming participants from building innovation to productizing it for emerging markets through experiential learning. Courses cover topics like product design, operations, marketing, leadership and general management. Participants work on real challenges from companies and present solutions at the end to build strong product leadership skills and accelerate their career paths to product executive roles.
This document provides an agenda for a workshop on combining strategy with the Balanced Scorecard. The workshop will be led by Dr. Herwig R. Friedag and Dr. Walter Schmidt, independent consultants who specialize in implementing the Balanced Scorecard in companies. The agenda includes introductions, discussions of strategy development, the Balanced Scorecard, and strategic actions. It also outlines the workshop structure, which involves group work, presentations, and discussions to help participants develop strategies and identify how to measure and implement them using the Balanced Scorecard framework.
Learning Objectives
• Why do you need to define a product strategy for your company?
• What are the benefits of implementing a product planning process?
• What do you need to create successful products consistently?
Description
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the benefits of adopting the Association of International Product Marketing and Management (AIPMM) Product Management Framework (PMF) to align your business and product strategies with unmet customer needs and market trends to create value for your business using a sustainable approach.
Audience
This presentation is for product managers, marketers, entrepreneurs, innovators, and technology-based business owners that want to expand their knowledge about how to create successful products that customers demand.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
FasterCapital is an incubator and co-founder/co-funder of startups that helps entrepreneurs build their ideas from conception to product stage. It provides mentoring, product development, marketing/sales help, and raises capital in exchange for equity. Current incubators focus on consumer apps and recruit students, but FasterCapital supports all entrepreneurs, especially non-technical ones, by developing the product as a co-founder and investing $50k-$250k as a co-funder. It has helped numerous startups successfully launch products and grow their businesses through its comprehensive incubation process.
This document discusses the Balanced Scorecard (BSC) framework for strategy implementation and management. It provides an agenda for a workshop on developing and implementing a BSC. It discusses why a BSC makes sense for companies and the requirements for starting the BSC process. Key steps in the process include identifying objectives, developing a strategic framework, defining actions and projects, implementing reporting, and integrating it into management processes with a focus on continuous learning.
This document provides information about Dr. Herwig R. Friedag, an independent consultant who specializes in implementing the Balanced Scorecard in companies. It includes his background, experience, areas of expertise, contact information, publications, and sample presentation materials on combining strategy with the Balanced Scorecard. The document contains over 10 pages of details about Dr. Friedag's work, qualifications, and presentation content related to strategic planning and performance measurement using the Balanced Scorecard framework.
The document outlines a 3 pillar strategy for a Danish business organization to help 3000 companies gain insight into the UN Sustainable Development Goals and provide deep assistance to 20 pioneer companies to create new business models aligned with the SDGs. Key performance indicators include establishing new business strategies or markets for 20 companies, completing pilots for 7 of them, and providing SDG insight to 3500 Danish businesses to help translate the goals into business opportunities.
This document summarizes ABB's process of revamping their employer brand from focusing on products to focusing on people. They collected data on candidate and employee preferences, identified their key selling points, and engaged an agency to develop a new concept centered around authentic employee stories. This resulted in a brand new video, imagery, and multichannel activation campaign across social media, websites, and search ads. The campaign generated over 22k new job seekers and saw significant engagement metrics, demonstrating the success of shifting to focus on people in their employer brand.
The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Su...Rod King, Ph.D.
Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project.
The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method."
Try the Business DNA Clock and let's hear from you.
This document provides an overview of the Business Model Canvas tool. It describes the 9 building blocks that make up the Business Model Canvas, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It then explains how to use the Business Model Canvas to map out a business model and identify relationships between different elements. The document also introduces other related tools like the Value Proposition Canvas and presents examples of how well-known companies like low-cost airlines and Skype have applied business model thinking.
The document discusses moving from traditional program management to agile program management. Traditional program management focuses on measuring variance against plans rather than performance forecasting. It also views avoiding change as the primary activity. Agile program management provides practices to successfully manage a portfolio of projects through iterative deliverables. It focuses on continuously managing performance variation and control through incremental deliverables. The key principles of agile program management are vision, value, alignment, transparency, and results.
Series "The Magic PMO"
Objective: using the business management solution PRESTO Digital Enterprise, how to easily communicate and cascade high-level long-term business strategy (goals) trhoughout your organization to the middle management level linking objectives.
A short overview of how Gordon & McCallum helps Market Research agencies improve their research offer and grow more profitably. It covers help with designing and implementing unique, cut-through research solutions; support to improve business and sales focus and our approach to developing more effective and productive research organizations.
BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopoliz...Rod King, Ph.D.
The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly."
BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.
Autoglass provides windscreen repair and replacement services. It has achieved high customer satisfaction ratings and won awards for its services. Autoglass has expanded from a small family business to operating 500 branches across Europe through excellent services and products focused on customer satisfaction. Strategic planning techniques like BCG matrix, SPACE matrix and PIMS can help Autoglass analyze its portfolio, position in the market, and principles. A SWOT analysis identifies strengths in low costs and safety, while weaknesses include lack of promotion. PESTLE and Porter's Five Forces analysis examine the external environment and industry factors. Overall, Autoglass is well positioned to face competition through strong customer focus and strategic planning.
Scaling project operations for slideshareDeepu Prakash
This presentation was taken for the Google Business Group meet in Kochi on 9th of November 2015. The presentation addresses key issues faced by small and mid sized organizations while scaling project operations. The issues and points covered in this presentation are based on my experience with Project Operations (PMOs) on the services and the product side of IT/Software development firms.
KNOLSKAPE is an award winning immersive gamification and simulation software company focusing on talent transformation. Using experiential learning products, KNOLSKAPE helps organizations attract, grow and retain talent. Global Fortune 500 companies and Top-10 B-schools use KNOLSKAPE’s products and solutions for on-boarding, training, assessments and talent engagement.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
This document provides an overview of Business Growth Unlimited's Gateway programs focused on strategy, leadership, marketing, and new product development. It describes Business Growth Unlimited as having a solid foundation built on experience and skills to provide holistic consultancy services. The Gateway programs are workshops and seminars taught by subject matter experts to help business owners and managers develop strategies in key areas, accelerate growth, and maximize bottom line impact through a partnership approach.
The document summarizes an Executive MBA in Product Leadership program. The 15-month program is designed for senior technology managers and aims to help them develop strategic capabilities and competencies to contribute higher-order value as product leaders. The program uses an experiential learning approach delivered by industry practitioners. It includes courses in areas like product management, leadership, strategy, design, and operations. Participants work on real-world challenges and build solutions. The program aims to prepare graduates to accelerate their careers as product executives through hands-on learning and personalized coaching.
The document summarizes an Executive MBA in Product Leadership program. It is designed for senior technology leaders who want to develop strategic capabilities to contribute higher-order value as products are developed globally. The program focuses on transforming participants from building innovation to productizing it for emerging markets through experiential learning. Courses cover topics like product design, operations, marketing, leadership and general management. Participants work on real challenges from companies and present solutions at the end to build strong product leadership skills and accelerate their career paths to product executive roles.
This document provides an agenda for a workshop on combining strategy with the Balanced Scorecard. The workshop will be led by Dr. Herwig R. Friedag and Dr. Walter Schmidt, independent consultants who specialize in implementing the Balanced Scorecard in companies. The agenda includes introductions, discussions of strategy development, the Balanced Scorecard, and strategic actions. It also outlines the workshop structure, which involves group work, presentations, and discussions to help participants develop strategies and identify how to measure and implement them using the Balanced Scorecard framework.
Learning Objectives
• Why do you need to define a product strategy for your company?
• What are the benefits of implementing a product planning process?
• What do you need to create successful products consistently?
Description
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the benefits of adopting the Association of International Product Marketing and Management (AIPMM) Product Management Framework (PMF) to align your business and product strategies with unmet customer needs and market trends to create value for your business using a sustainable approach.
Audience
This presentation is for product managers, marketers, entrepreneurs, innovators, and technology-based business owners that want to expand their knowledge about how to create successful products that customers demand.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
FasterCapital is an incubator and co-founder/co-funder of startups that helps entrepreneurs build their ideas from conception to product stage. It provides mentoring, product development, marketing/sales help, and raises capital in exchange for equity. Current incubators focus on consumer apps and recruit students, but FasterCapital supports all entrepreneurs, especially non-technical ones, by developing the product as a co-founder and investing $50k-$250k as a co-funder. It has helped numerous startups successfully launch products and grow their businesses through its comprehensive incubation process.
This document discusses the Balanced Scorecard (BSC) framework for strategy implementation and management. It provides an agenda for a workshop on developing and implementing a BSC. It discusses why a BSC makes sense for companies and the requirements for starting the BSC process. Key steps in the process include identifying objectives, developing a strategic framework, defining actions and projects, implementing reporting, and integrating it into management processes with a focus on continuous learning.
This document provides information about Dr. Herwig R. Friedag, an independent consultant who specializes in implementing the Balanced Scorecard in companies. It includes his background, experience, areas of expertise, contact information, publications, and sample presentation materials on combining strategy with the Balanced Scorecard. The document contains over 10 pages of details about Dr. Friedag's work, qualifications, and presentation content related to strategic planning and performance measurement using the Balanced Scorecard framework.
The document outlines a 3 pillar strategy for a Danish business organization to help 3000 companies gain insight into the UN Sustainable Development Goals and provide deep assistance to 20 pioneer companies to create new business models aligned with the SDGs. Key performance indicators include establishing new business strategies or markets for 20 companies, completing pilots for 7 of them, and providing SDG insight to 3500 Danish businesses to help translate the goals into business opportunities.
This document summarizes ABB's process of revamping their employer brand from focusing on products to focusing on people. They collected data on candidate and employee preferences, identified their key selling points, and engaged an agency to develop a new concept centered around authentic employee stories. This resulted in a brand new video, imagery, and multichannel activation campaign across social media, websites, and search ads. The campaign generated over 22k new job seekers and saw significant engagement metrics, demonstrating the success of shifting to focus on people in their employer brand.
View from the Trenches: What Went Wrong with Our Lean Startup Program?Lean Startup Co.
Ken Durand, Ericsson, @atlideafactory
With all of the success of Lean in the startup community, this should be pretty easy to implement in the Corporate environment, right? After launching with very little to show in the way of success, the team in Ericsson’s Atlanta Idea Factory had to take a step back and evaluate what changes were necessary to implement Enterprise Lean Startup with success. One key principle had to be learned… People are an organization’s greatest asset, AND its greatest barrier to success.
Six Sigma, BPM, Digitalization -Different Paths to the Same Destination? | Bi...Bizagi
Neil Simpson at Innovelocity showcases Six Sigma, BPM, Digitalization -Different Paths to the Same Destination? at Gartner BPM Summit 2015 at National Harbour, Maryland in September 2015 to over 135 esteemed delegates.
Understand how different methodologies have evolved to cope with business challenges, yet BPM is still considered the most adept choice to solving these challenges.
To find out more in how you can start your BPM journey, log on to www.bizagi.com to find out more!
UX STRAT Europe, Stefan Dieffenbacher: The User Experience Strategy Behind On...UX STRAT
This document outlines the strategy and approach for a large digital transformation project at a major European bank. It discusses:
1) Analyzing customer usage data which shows a shift towards digital channels over branches
2) Developing a framework to integrate all disciplines (e.g. strategy, UX, technology) into a comprehensive digital strategy landscape
3) The proposed multi-phase approach, including developing key concepts over 25 weeks followed by ongoing releases, with over 3,000 person days of effort from the consulting firm.
Design Thinking and Business Model Innovation at SAP - From Efficiency to Inn...Tobias Schimmer
How Design Thinking and Business Model Innovation approaches changed the way new business models around new products and services are designed, tested and implemented at SAP including the roots in the company's DNA, Lean and Agile.
Strategy Leaders: Implementing the Business Model Generation CanvasAli Zeeshan
This document summarizes a webinar on implementing the Business Model Generation Canvas. It provides information on the presenter, Carlos Guevara, and his background. It then gives an overview of the webinar content which will cover what a business model is, examples of business models like Xerox and Google, an introduction to the Business Model Canvas tool consisting of 9 building blocks, and how innovative business models are needed to bring new technologies to market or create new markets. The webinar slides and audio will be available for attendees after the event.
Driving Market Impact through Operationalizing Agile MarketingCMG Partners
The document discusses an approach to operationalizing agile practices in marketing organizations. It describes the speaker's experience helping marketing teams adopt Agile for Marketing (A4M) practices. The speaker outlines key topics that will be covered, including an overview of agile, scaling agile practices, making agile sustainable long-term, and examples of how other companies have successfully implemented agile. The presentation emphasizes that truly transforming an organization to be agile requires changing its underlying culture and mindset, not just implementing new processes. Case studies are presented showing how organizations improved behaviors and drove strategic alignment through agile adoption initiatives.
Hiring: Structuring and Recruiting A Customer Success Team to ScaleGainsight
Speakers:
Tomasz Tunguz, Partner at Redpoint Ventures
Mike McKee, SVP, Services and Customer Success at Rapid 7
Boaz Maor, Head of Global Customer Success at Intel Mashery
Presented at Pulse Conference 2015.
Proven and Successful Value Management ApproachesWilliam Newman
This document discusses an approach to portfolio and program management called Business Transformation Management Methodology (BTM2). It outlines some key challenges with traditional value management approaches, such as differences between expected and realized value. BTM2 provides a holistic framework that addresses the full lifecycle from planning to benefits realization. The presentation provides examples of how to map value drivers to key performance indicators and process changes to effectively capture value.
The document discusses the five key pillars of successful strategy execution: vision, strategy, engagement, accountability, and cadence. It notes that only 27% of employees have access to their company's strategic plan, and only 1 in 20 understand the strategy. The five pillars are presented as essential to driving extraordinary business results through effective implementation of strategic plans. Regular strategic reviews, accountability meetings, and engagement of the right employees are emphasized as important to execution.
Six Sigma, BPM, Digitalization - Different paths to the same destination?innovelocity
Discussion of the 5 Good Business Practices that all successful process improvement efforts share. This presentation was the most attended solution provider session at the 2015 Gartner BPM Summit in Maryland, USA.
Making sense of value
Creatively Balancing Benefits Realisation with Risk Mastery to Deliver Value
by Michel Thiry
Wednesday 20 November 2019
Event evening write up newstory page:
https://www.apm.org.uk/news/making-sense-of-value/
This document provides an overview of a webinar on project portfolio management. It introduces the presenter and lists objectives of exploring how project portfolio management can help organizations align projects to strategic goals and achieve business benefits. It also discusses various aspects of project portfolio management such as defining the project portfolio scope, establishing selection criteria for projects, and managing a project portfolio through its lifecycle.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
This document provides an overview of the Balanced Scorecard approach presented by TAVICO, a Belgian management consulting firm. It discusses:
1. TAVICO's background and services in management methods, people management, quality, personal development, and sales for industry and services clients.
2. The key concepts of the Balanced Scorecard, which translates strategy into objectives and measures across financial, customer, internal process, and learning & growth perspectives to achieve strategic goals.
3. How to develop a Balanced Scorecard, including defining strategic themes and objectives, key performance indicators, targets, and action plans to implement the strategy across the organization.
What is the business value of my project?Joe Raynus
Most projects do not meet their expected business goals even if they are completed on time and on budget. The presentation argues that project teams need to focus more on strategic alignment and delivering business value rather than just meeting schedules and budgets. It recommends that project managers develop a clear problem statement and value proposition upfront, and define project outcomes and benefits in a business case to better link project work to organizational strategy and goals. Taking a more strategic approach will help ensure projects are delivering the expected value and benefits to stakeholders.
Similar to Bsc strategy englisch-to be published -2015-10-26 (20)
The document discusses an International Controller Verein (ICV) work group meeting about changing business models in times of unexpected change. The group educated themselves on business models and tools, created a questionnaire for companies to describe or develop new business models, organized a webinar using the responses, and collected feedback from real companies. They discovered that their work helped some companies use business model tools in practice. The group concluded that business modelling is an important part of a controller's job.
The document proposes a 7-step CSR measurement tool developed by an ICV work group to provide organizations a standardized way to measure their CSR performance. The 7 steps include: 1) defining assessment areas and sub-criteria based on ISO 26000 guidelines, 2) defining weights for sub-criteria, 3) determining appropriate ratios for sub-criteria, 4) collecting data on sub-criteria, 5) calculating weighted scores, 6) benchmarking against industry targets, 7) generating a CSR performance ratio. The tool assesses 4 areas: human rights, consumer issues, community involvement, and environmental impact. Example assessment criteria, weights, ratios and scores are provided.
This document summarizes a presentation on the possibilities and challenges of 5G technology. It discusses how 5G could enable faster medical treatment through smart ambulances, remote surgery, autonomous vehicles, smart farming, improved communication at large events, and last-mile delivery. However, it also notes that 5G implementation would be very costly and could eliminate some jobs like drivers and ticket collectors while creating demand for new high-tech jobs. Concerns are raised about potential social impacts like less in-person interaction and a need to define how new efficiencies and free time are used to create a better future.
The document discusses hydrogen as an alternative fuel source. It notes that while hydrogen fuel cell vehicles currently make up a small portion of vehicles, hydrogen has advantages over electric including high energy density and ability to be stored and delivered via pipelines. However, hydrogen also has disadvantages like high production costs if produced from green electricity and need for more fueling stations. The document advocates for hydrogen as a way to achieve zero emission energy independence in the EU and decarbonize transportation, but notes challenges to widespread adoption. Controllers are advised to analyze how hydrogen could impact emissions and product costs over time as production prices potentially decrease.
The document discusses a team that is analyzing liquidity and working capital management using Monte Carlo simulations. The team is exploring how to incorporate risk from the pandemic into planning models and analyze the impact on liquidity. Monte Carlo simulations are introduced as a method to perform sensitivity analysis, scenario analysis, and obtain probability distributions needed for decision making under uncertainty. The team aims to build a liquidity model supported by Monte Carlo simulations to help optimize working capital management and answer critical questions about customer payment policies.
How to measure CSR - a proposal by ICV int. work groupICV
The document outlines a 7-step process for measuring corporate social responsibility (CSR). It involves: 1) defining assessment areas and sub-criteria relating to human rights, consumer issues, community, and environment; 2) defining the weight given to each sub-criteria; 3) setting targets for each area and company self-assessment; 4) calculating weighted scores; 5) comparing scores to targets and benchmarks to determine a CSR ratio; 6) identifying areas for improvement; and 7) regularly repeating the process to track progress over time. The tool was developed by an international team to provide organizations with a standardized and flexible way to measure and improve their CSR performance.
The document discusses recommendations from an international work group to improve operations at TUSGSAL, a public transportation company in Badalona, Spain. The work group recommends: 1) clearly defining responsibilities and goals for management, 2) standardizing project management processes to reduce costs and time, 3) focusing tender activities on factors like costs and pollution to increase chances of winning bids, and 4) implementing one-page reporting focused on key metrics and next actions for managers. The group warns that without these changes, TUSGSAL will continue to face issues like a lack of continuity in leadership, inefficient processes, and reports that do not drive action.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
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Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
21. Mission formulation is very difficult for
a company that is not new.
Tradition, years of existence, makes
this task more difficult as the main
idea of the business might be
changed during years in different
business units.
EFFECTIVE MISSION:
• …
EFFECTIVE VISION:
• …
Strategy formulation
EFFECTIVE VALUES:
• …