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
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
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
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
Achieving Operational Visibility and Financial Gain at Del MontePerficient, Inc.
Perficient joined Del Monte Corporation for this webcast about how you can achieve greater operational visibility and financial gains by extending IBM Cognos TM1 beyond financial planning and analysis, to operational planning. Using recent examples from Del Monte, we show you how you can improve planning decisions, make more effective use of planner time and realize significant financial gains.
Enterprise Analysis is a series of tasks that analyzes the business situation to fully understand the problems and opportunities. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
Achieving Operational Visibility and Financial Gain at Del MontePerficient, Inc.
Perficient joined Del Monte Corporation for this webcast about how you can achieve greater operational visibility and financial gains by extending IBM Cognos TM1 beyond financial planning and analysis, to operational planning. Using recent examples from Del Monte, we show you how you can improve planning decisions, make more effective use of planner time and realize significant financial gains.
Enterprise Analysis is a series of tasks that analyzes the business situation to fully understand the problems and opportunities. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
Learn how understanding the motives and communication styles of the basic personality types can improve your sales and influence. Based on the book Networking Personalities, this presentation will teach you the fundamentals of rapport building.
Presentation on 'Water-Energy: Innovation & Partnerships' by Engin Koncagul, Programme Officer, World Water Assessment Programme (WWAP) at 2014 UN-Water Annual International Zaragoza Conference. Preparing for World Water Day 2014: Partnerships for improving water and energy access, efficiency and sustainability. 13-16 January 2014.
7.5 strategic alliances and partnerships.pptxRick Rasmussen
It's tough to build a company on your own. Many large corporations are looking to startups to fill their innovation gaps. A quick tutorial on what is a good partner and how to engage.
how to develop business skills with other firm or company or say alliances and what should be our strategies for increasing profit by developing their interpersonal relations and what should be the idea for making a good partnership.
Slides used on October 27th, 2016 during webinar "How to ensure Partner Fit. It's not as simple as it may seem."
http://www.tenegopartnering.com/resource/partner-fit-for-growth
In this webinar, you will learn:
● Five areas for Evaluation
● Key information to look for
● How detailed should your evaluation be
● How to evaluate your existing partners
● Understand underperformers
● What to look for in new partners
Presentation on 'Effective partnerships: An example in water capacity development' by Kees Leendertse, Cap-Net at 2014 UN-Water Annual International Zaragoza Conference. Preparing for World Water Day 2014: Partnerships for improving water and energy access, efficiency and sustainability. 13-16 January 2014
8 Steps for Building & Sustaining Coalitions & Partnerships slideshare pdf 2012Coalitions Work
This presentation will help you define coalitions, learn when and how to use them, and provide eight steps for building effective partnerships that promote health and a healthy environment and prevent disease. By focusing on these steps, your coalition will be poised to reach its goals and sustain itself for the long haul!
25 tips for Successful Partnerships & AlliancesPeter Simoons
This ebook with 25 tips for successful partnerships and alliances contains the 25 most common elements that are often overlooked when creating a business collaboration like partnerships and alliances.
Collaboration is on the rise and will be an essential element to success in the near future. Whether it be in the collaborative economy, or through strategic alliances, partnerships or joint ventures; collaboration enables us to reach results we can otherwise not achieve alone.
This book is meant to be a quick reference; to help you think about these 25 elements and create successful partnerships and alliances.
When you want to learn more browse to http://petersimoons.com and subscribe to the newsletter for weekly partnership and alliances tips.
This talk describes different types of strategic alliances small businesses may form. It also discusses the partnership law and tax issues that may be relevant to alliance members.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
"Interfaces Between Strategic Management of an Enterprise and Managing Project Portfolios Within the Enterprise" April 1, 2010, Istanbul Keynote paper
Brigham Young University developed a new IT Governance framework that extended well beyond the execution of projects.
This framework clarified the role of product management, helping to focus the way in which product managers work with their business stakeholders to manage the lifecycle of the OIT’s applications, services, and supporting technologies that collectively comprise the “product portfolio.”
Similar to Business-Alignment and Developing An It Strategy (20)
1. BUSINESS-ALIGNMENT
& TECHNOLOGY STRATEGY
‘Our plans miscarry because they have no aim.
When a man does not know what harbour he is making for, no wind is the right wind.’
Seneca
1
3. WHY AN IT STRATEGY?
Business strategies are the basis of direction-setting and
good management. They inform decisions at all levels.
They form the origin of high-level and detailed plans,
programmes and projects, and the yardstick against
which success will be judged. Strategic thought is about
taking a long-term view and defining what the
organisation should be doing, where it needs to go and
how to get there.
2
6. A question of definition...
The matter of ‘ownership’...
3
7. A question of definition... A lack of clarity about what a strategy is.
The matter of ‘ownership’...
3
8. A question of definition... A lack of clarity about what a strategy is.
The matter of ‘ownership’... Who should lead the development process?
3
9. A question of definition... A lack of clarity about what a strategy is.
There seems to be confusion about the difference between Strategic,
Tactical and Operational Management. Technical teams view ‘strategy’ a
a documented programme of operational aspirations - essentially a
tactical work plan
The matter of ‘ownership’... Who should lead the development process?
3
10. A question of definition... A lack of clarity about what a strategy is.
There seems to be confusion about the difference between Strategic,
Tactical and Operational Management. Technical teams view ‘strategy’ a
a documented programme of operational aspirations - essentially a
tactical work plan
The matter of ‘ownership’... Who should lead the development process?
Technical teams often believe that they should lead the development
process; Senior Management thinks otherwise.
3
13. WHAT CHARACTERISES
STRATEGIC THINKING?
The ability to see the ‘whole picture’
Creativity
Scenario generation and evaluation
Ability to deal with ambiguity and uncertainty
Identification of strategic issues
4
15. HOW MIGHT A BUSINESS-ALIGNED
IT STRATEGY BE DEVELOPED?
5
16. HOW MIGHT A BUSINESS-ALIGNED
IT STRATEGY BE DEVELOPED?
Approach is based on guidance by HM Government, outlined in
OGC. 2002. How to Manage Business and IT Strategies
5
19. A THREE-PART APPROACH
Stage One: Business Analysis
Stage Two: Identifying the directions for the future
Stage Three High-level Planning
(all wrapped-up in a sound project management method)
6
22. STAGE ONE: BUSINESS ANALYSIS
Aim is to understand the business environment
7
23. STAGE ONE: BUSINESS ANALYSIS
Aim is to understand the business environment
Objectives are:
7
24. STAGE ONE: BUSINESS ANALYSIS
Aim is to understand the business environment
Objectives are:
to determine the objectives & priorities of the business
to understand the current & future business and the policies of the organisation
to establish the scope for change as a result of strategic thought
to determine the strategic issues that must be addressed
to think in a divergent & radical way about how things could be done
7
27. OUTPUTS FROM THIS STAGE
A business analysis document, which identifies specific strategic issues such as:
products and services provided
structure & management
business functions and processes
relationships (with partners, customers and service-providers)
external issues facing the organisation (economy, compliance etc.)
8
28. OUTPUTS FROM THIS STAGE
A business analysis document, which identifies specific strategic issues such as:
products and services provided
structure & management
business functions and processes
relationships (with partners, customers and service-providers)
external issues facing the organisation (economy, compliance etc.)
This document might address strategic issues such as:
requirements & opportunities for joined-up working
new business models
remote working
making best use of data resources
8
31. STAGE TWO: FUTURE DIRECTIONS
Aim is to identify the direction for the organisation’s future plans for business change
9
32. STAGE TWO: FUTURE DIRECTIONS
Aim is to identify the direction for the organisation’s future plans for business change
Objectives are:
9
33. STAGE TWO: FUTURE DIRECTIONS
Aim is to identify the direction for the organisation’s future plans for business change
Objectives are:
to explore possible new ways of doing things & changing business processes
to identify strategic themes to address the strategic issues addressed in stage one
to consider the implications for IS architecture and IT provision of the new direction
to define a strategic vision expressing the future state of the organisation
9
36. OUTPUTS FROM THIS STAGE
A ‘Future Directions’ document, which examines each of the strategic issues,
and draws out themes from them.
A strategic theme being a significant topic, related to strategic change that is
of concern to the business management of the organisation.
This might identify themes such as:
10
37. OUTPUTS FROM THIS STAGE
A ‘Future Directions’ document, which examines each of the strategic issues,
and draws out themes from them.
A strategic theme being a significant topic, related to strategic change that is
of concern to the business management of the organisation.
This might identify themes such as:
external communications and interworking
information sharing
‘virtual’ services
shared services
managing the information resource of the organisation
IT support for redesigned business processes
10
40. STAGE THREE: HIGH-LEVEL PLANNING
Aim is to map-out the future in the form of high-level plans
11
41. STAGE THREE: HIGH-LEVEL PLANNING
Aim is to map-out the future in the form of high-level plans
Objectives are:
11
42. STAGE THREE: HIGH-LEVEL PLANNING
Aim is to map-out the future in the form of high-level plans
Objectives are:
to identify candidate projects (or programmes) to realise each strategic theme
select, reject & prioritise ‘candidates for action’
finalise the strategy statement
11
45. OUTPUTS FROM THIS STAGE
A ‘high-level’ planning document, which examines each of the strategic themes,
and draws out threads and ultimately ‘candidates for action’ from them.
This might identify threads and candidates such as:
12
46. OUTPUTS FROM THIS STAGE
A ‘high-level’ planning document, which examines each of the strategic themes,
and draws out threads and ultimately ‘candidates for action’ from them.
This might identify threads and candidates such as:
integrating process improvement & IS implementation
developing and maintaining user skills
sharing developments amongst units of the organisation
ongoing support and maintenance of facilities
developments to satisfy new statutory requirements
12
48. FINALISING THE STRATEGY
The high-level planning document represents the output from the final stage
of the process. Once approval & buy-in for its contents has been gained, the
three documents would be assembled to form the final IT strategy.
13