This document provides lessons learned from Blue Cross and Blue Shield of Alabama's experience with cascading their balanced scorecard. The key lessons are: setting clear strategic anchors; allowing time for perfection; avoiding "cliff diving" by rushing implementation; avoiding getting too detailed at lower levels; using a consistent cascading process; watching for unrealistic targets or mixed messages; embracing change and using the right tools; providing support and communication; and understanding the rules to break them properly for success. The document outlines their cascading approach and experiences at various levels to derive these lessons.
Balanced Scorecard, A Comprehensive Guide Upendra K
The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.
Provides an organization with feedback of both the internal business processes and external outcomes, which allows for continuous improvement of strategic performance and results.
Nerve center of an enterprise
The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between:
Short-term and long term objectives
Financial and non-financial measures
Lagging and leading indicators
Internal and external performance perspectives
The concept of the balanced scorecard was first touted in the Harvard Business Review in 1992 in a paper written by Robert S Kaplan and David P Norton.
The paper introduced the idea of focusing on human issues as well as financial ones, and measuring performance across a much wider spectrum than businesses had done before.
Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller.
The balanced scorecard is centered on four performance metrics or perspectives:
Customers
Internal processes
Financial
Learning and growth
When implemented properly, each one of these perspectives contains four subparts consisting of
Objectives
Measures
Targets
Initiatives
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In this presentation, you will learn the principles of Balanced Scorecard and you will explore the core processes of this system.
Balanced Scorecard, A Comprehensive Guide Upendra K
The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.
Provides an organization with feedback of both the internal business processes and external outcomes, which allows for continuous improvement of strategic performance and results.
Nerve center of an enterprise
The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between:
Short-term and long term objectives
Financial and non-financial measures
Lagging and leading indicators
Internal and external performance perspectives
The concept of the balanced scorecard was first touted in the Harvard Business Review in 1992 in a paper written by Robert S Kaplan and David P Norton.
The paper introduced the idea of focusing on human issues as well as financial ones, and measuring performance across a much wider spectrum than businesses had done before.
Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller.
The balanced scorecard is centered on four performance metrics or perspectives:
Customers
Internal processes
Financial
Learning and growth
When implemented properly, each one of these perspectives contains four subparts consisting of
Objectives
Measures
Targets
Initiatives
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In this presentation, you will learn the principles of Balanced Scorecard and you will explore the core processes of this system.
This Powerpoint presentation describes the fundamental elements of the management tool known as the Balanced Scorecard. It covers the fundamental building blocks of Balanced Scorecard, It's important, it's relation to strategy, a case study using this approach and how BSC can be used in improving quality, time and throughput of a company.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
This Powerpoint presentation describes the fundamental elements of the management tool known as the Balanced Scorecard. It covers the fundamental building blocks of Balanced Scorecard, It's important, it's relation to strategy, a case study using this approach and how BSC can be used in improving quality, time and throughput of a company.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
The Startup Scorecard provides a tool for guaging the viability of a startup opporutnity across 6 market dynamics and 18 startup strategy heuristics. This slide deck introduces the concepts and the tool.
A Global Perspective on Alignment: Looking Over the Horizon Mitchell Weis...mitchweisberg
Bsi user conference, Mitchell Weisberg
A Global Perspective on Alignment: Looking Over the Horizon considers the need to incorporate predictive analytics in your balanced scorecard methodology and reporting to manage in the dynamic global business world.
Create a path of success for the leaders in your organization. Learn best practices for creating a succession planning process to identify, develop and promote the high potential talent in your company.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
As a senior leader in your organization, you know the value of frontline sales managers. Heck, you hired them because they were sales rock stars! Every day, frontline managers are responsible for driving the numbers amongst their sales team, and as a senior leader, it's your job to set the tone and culture for success by providing your frontline managers with best practices for coaching their salespeople.
Balanced scorecard approach_Robert S KaplanRanjit Jose
One of the most consistent approaches to ensure that your function is adding the right kind of business value.
The Balance Scorecard has been around for decades now, but still so relevant in the business context.
Credits - Robert S Kaplan & The Havard Business School
Measuring Impact - Tying Learning to Strategic Business OutcomesAxonify
This webinar was recorded on Mar 9th, 2016. To get the full recording please visit: http://know.axonify.com/webinar-measuring-impact
59% of organizations we recently surveyed say that they have difficulty connecting learning to business outcomes1. This is a major problem given that many L&D leaders are facing pressures to not only provide other functions with accurate, actionable data, but also to utilize data for decision-making in their own organizations.
2015 Strategy Execution Summit Presentation: Susan Hill & Walter Mitton from the Centers ffor Medicare and Medicaid Services (CMS): Strategy Implementation in a Large Public Organization
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Whenever people talk about cascading, the graphic that often accompanies it is a peaceful cascading waterfall. Since our topic today is about cascading and we are here at the beach, Susan and I decided to have some fun with water today.
Sometimes, cascading isn’t as peaceful and orderly as a waterfall.When I first met Susan, it was through people from her org who were continuing to show up in our public training courses and were clearly struggling with cascading. I learned that BSCBSA had taken a huge leap of faith and launched 26 simultaneous cascades, relying on people scattered throughout BCBSA, who had been trained, to lead their various units through the process. In hindsight, they learned a lot of lessons from this “all in, leap of faith” approach. And I appreciate Susan being here today to openly share those lessons.
I first met Susan a few years ago when BCBSA was in the midst of cascading. First, I should tell you that BCBSA is what we here at the Institute refer to as a DIY client. If you shop at Home Depot or Lowe’s, you know that term. It means “Do It Yourself”. BCBSA had sent many people through our public training and were using our Nine Steps to Success in a DIY mode...they were Doing it Themselves, without our consulting assistance. Just to be clear, BCBSA had built a solid Tier 1 strategy called Focus on 14. This strategy was their roadmap to transition the organization to maintain its strong competitive position after Obamacare came online. Susan and I have presented together before, but those presentations have focused more on how BCBSA developed its transitional competitive strategy...a strong and insightful strategy. And I can assure you that their Tier 1 scorecard was solid and ready to cascade when the organization embarked on its cascading process. Today, we are going to focus on their cascading experience. So Susan, you had a solid strategy in place to achieve the organization’s transition needed by 2014. And you had followed the Institute’s Nine Steps to Success to do this.
As I mentioned, BCBSA had a solid Foundation in their Tier 1 scorecard.Those of you who have used the Institute Way: Nine Steps to Success, are familiar with this graphic. This represents the strategic elements that are the underpinnings of a Tier 1 balanced scorecard. We always emphasize the components in the foundation, especially Engaged Leadership. In fact, the leadership portion is so critical that when consulting, we won’t begin an engagement until we have spoken with and are sure of the leadership buy-in. It’s that critical for success.So while building their Tier 1 Scorecard, BCBSA paid attention to this and did a good job to ensure leadership was engaged and vested in their Tier 1 strategic scorecard.
But when it came to cascading, they learned a valuable lesson.Does anyone here do any sort of climbing? Rock climbing, mountain climbing, etc? Any good climber knows that accidents are more likely to happen on descent, so it’s important to set your anchor firmly at the top to have a controlled and safe descent.The same principle applies to cascading. Leadership Engagement does not end after the Tier 1 scorecard is completed. It is JUST AS CRITICAL during the cascading process. Susan, would you like to tell us what you guys learned about this?
Executive Buy-in, Participation and AccountabilityAnchored ExecutiveAccountabilityin the Tier One CardDivisional Officers and Directors each assigned to Pillars2 Co-Chairs2 Senior AdvisorsRecent reorg of Pillars to re-energize and get new ideasUse of sub-committees to bring information to the Pillars – spreads knowledge and understandingSenior VPs actively engagedOwn the ObjectivesCEO spontaneously reinforces accountability
Is everyone here familiar with world-class competitive swimmer Michael Phelps? You may remember him from the London Summer Olympics. To date, he has won more Olympic medals than any athlete in any sport (22) and has shattered countless swim records. I love this quote by his coach. Michael did, indeed win his first Olympic medal in 2004. But it took him years of fiercely driven competitive training to achieve what he has achieved.At the Institute, we have a saying that “Best is the Enemy of Good” and the “80% is Good Enough for Now” One thing that can derail a scorecard effort, at any level, is striving for perfection immediately instead of starting with small victories and slowly learning and improving over time. In other words, there’s no shame in using water wings. Susan, would you like to explain how this lesson applies to cascading?
I’ve been leading very large scale corporate projects since the early 90s.One truth has always stayed with me throughout all of them – and that is to take it one step at a time. A good plan will set the expectations right and you can change the company with you as you take your individual steps.We actually started changing our corporate strategy from the typical yearly strategic planning process to a more dynamic process in 2009. There were a lot of “fires” to put out in 2009. By the end of 2010, we had developed the three themes or pillars for our corporate strategy. 2011 focused on building the Balanced Scorecard Tier 1 card. I asked for three years to build the Divisional Cascade before we considered linking individual performance to the scorecards. So we started the cascade by mid 2011 – HA! The next two years will be spent refining the alignment of the Divisional Cards to the Corporate Card and also establishing linkage from the individual to their divisional cards. The ultimate goal would be to reinvent our incentive program around the balanced scorecard. I have two more years. So basically, we didn’t start off using the cards to drive behavior – we had time to work the process, get the company familiar and comfortable with the balanced scorecard and to ingrain it into our culture – before we start using it to set divisional or individual performance.
Susan, we mentioned that you guys took a leap of faith and just launched yourselves into cascading. You often refer to that as the “Cliff Dive” and you learned 3 key lessons from that, didn’t you?
Absolutely – we learned three of the most important lessons.First of all – you had to get the right people in the room – all at the same time. For the Divisional Cards, we needed to have the Vice President and all of his Direct Reports – or the Department Managers. Occasionally there is another “key” person who holds am important position in the Divisional hierarchy who also needs to be there. If anyone is missing, you take the risk of missing an important piece of the Divisional strategy – and you also miss out on the buy-in you get from having everyone there.Secondly – you need the right place – we have a Balanced Scorecard Room that is set up for this purpose. It has all of the materials we need to facilitate a good session – white boards, flip charts, a projector as well as large posters of the corporate strategy and all of the Divisional cards hanging on the wall. I can’t begin to tell you how many times the participants will get up to look at another Divisions card because they realized that they have functions that connect and they want to see how the other Division is handling it.Lastly – you need the right time. We never allow session to go past two hours. An hour and a half is actually best. People are at their freshest in the morning, but and early afternoon session would work as well. Never, ever on a Friday afternoon and never past three. It becomes a futile session of herding cats if you start too late.
Now that I’ve explained how cascading is supposed to work, Susan do you want to talk about how some of your divisions went overboard in that they dove too deep, and nearly drowned themselves?
The first time through, it seems that each Division wanted to “prove” their worth and cascaded as many of the corporate objectives to their card as they possibly could – even if the connection to that objective was very sketchy or loose. We also saw that the objectives that they were cascading to their cards looked more like their org chart than the strategic vision of the Vice President. Fix by narrowing down to the top three to five that the officer most closely contributed to. Starting on the third crank of the BSC wheel, we are finding that the more mature Divisions cards are showing the vision instead of the org structure. It just takes some time.Too many measures – whew – sometimes we saw 5 or 6 measures for one objective. We quickly realized that the intended result was the key here and many times we had to go back and narrow the focus of the intended result.One of the best parts of our culture at Blue Cross is our ability to execute. The first time through the cards, the team gathered at least three initiatives for each objective on every card. For a company that executes very well – this through us into execution overload! Our Top Leaders and the BSC Team decided to remove the initiatives until we had a better process in place to pinpoint the correct initiatives. We will start again this year with a structured business planning process.
If I said to all of you “let’s go swimming”, I bet we’d not all be in agreement on exactly what “go swimming means”. For some of you, swimming is an athletic sport and you are quite serious about strokes, and breath timing, and you might even shave your body so you can glide more quickly through the water. For others of us....”swimming” is more about the outfits and the ambience. I guess both images have a couple of things in common. There IS water involved....and shaving is recommended. But it’s going to take a lot to get us all in synch in that swimming pool...where we are both athletic AND stylish.Susan, you’ve had some synchronization problems and in hindsight realized the importance of consistency in order to achieve the alignment necessary to execute strategy well. Please tell us more about that.
The BSC team had to develop a process to make sure each of the Seven Internal Strategy Consultants were creating the cards the same way. We used the Balanced Scorecard 9 steps as a guide to developing the process adding our own gates for approval where necessary.Purpose StatementStrategy MapObjectivesMeasuresInitiativesBookletDraft Balanced ScorecardSenior VP ApprovalFinal Approval
OK...now that I’ve explained this BSC component that may be new to some of you....I’ll turn it over to Susan. You guys ended up going round and round in circles for many reasons...caught in whirlpools that threatened to pull you under.
Mixed Messages – language – like membership. Definitions.
Organizational changes happen. Some examples:Departments move from one VP to another (Typically because the BSCs showed where we actually could have a better structure!)New VPs are put into place – after some time – they may want to put their vision into the card.Divisions are combined – this may cause problems with the data – what do you do with the history – like admin cost?Strategy ChangesEspecially in the beginning – refining of measuresLessons learned We didn’t know it all, and we don’t know it all now. Sometimes you have an aha moment and it changes everything. Cascading makes all of this change a little more difficult. It’s never just one change – sometimes it is now 26!
In the Nine Steps to Success Framework, we recommend selecting and implementing a software system (or at least figuring out how you are going to manage an exponential growth in metrics) before Cascading. In your Leap of Faith, you guys didn’t worry about Automation right away. Tell me about that....
Started out with Booklets and spreadsheets. Waited 2 years – collecting data quarterly.Purchased tool Corporate first Divisions Second Released good – not greatImportant to have a solid change process in place Made problems much more visible Changing measures and cards dynamically Needs to be simple!!!Personal touch for training and acceptanceProvides complete transparency
Personal touch for training and acceptance
Speaking of sharing....let’s move on to the final lesson you guys learned.
Sometimes we couldn’t follow all of the rules – it just did not fit into our corporate culture. In those cases, we knew what rules we were breaking and what impact it might have on the strategy. This works well for us because typically have a plan to mitigate the risk of an adverse impact.Examples: Action verbs – manage, deliver Manage Costs Pillar Removing initiatives