This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
This document summarizes several common change management models:
1. It describes models like Kotter's 8 steps of change, Lewin's 3 stage model of unfreezing-changing-refreezing, the ADKAR model of changing individual needs, and Bridges' transition model of endings, neutral zones, and new beginnings.
2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
3. Each model provides a different lens for understanding change and transition at either the individual, group, or organizational level.
Change management involves preparing for, managing, and reinforcing organizational changes. It requires the involvement of project teams, senior leaders, managers, and employees. There are typically three phases: preparing for change by defining strategies and teams, managing change through implementation plans, and reinforcing change by collecting feedback and celebrating successes. The ADKAR model outlines five aspects for successful change: awareness, desire, knowledge, ability, and reinforcement. Change management connects activities like communication and training to business results through achieving ADKAR.
Overview of how to transform performance measurement, based on Dr. Dean Spitzer\'s book "Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success"
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
This document summarizes several common change management models:
1. It describes models like Kotter's 8 steps of change, Lewin's 3 stage model of unfreezing-changing-refreezing, the ADKAR model of changing individual needs, and Bridges' transition model of endings, neutral zones, and new beginnings.
2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
3. Each model provides a different lens for understanding change and transition at either the individual, group, or organizational level.
Change management involves preparing for, managing, and reinforcing organizational changes. It requires the involvement of project teams, senior leaders, managers, and employees. There are typically three phases: preparing for change by defining strategies and teams, managing change through implementation plans, and reinforcing change by collecting feedback and celebrating successes. The ADKAR model outlines five aspects for successful change: awareness, desire, knowledge, ability, and reinforcement. Change management connects activities like communication and training to business results through achieving ADKAR.
Overview of how to transform performance measurement, based on Dr. Dean Spitzer\'s book "Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success"
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
The document discusses organizational change and provides models for managing change, providing feedback, resolving conflict, and assigning group roles and responsibilities. It outlines Kotter's 8-step change model for creating urgency, building a coalition, developing a vision, communicating the vision, removing obstacles, creating short-term wins, building on changes, and anchoring changes in the organizational culture. It also describes the GROW model for goal setting, examining current reality, exploring options, and establishing willingness when providing feedback. Additionally, it outlines an IRB approach and the RACI model for assigning responsibilities to roles in a group.
The document contains checklists for evaluating change readiness and change management responsibilities. It includes sections to track whether business units have been contacted, training has been planned, IT systems have been prepared, and whether key change management roles have been assigned and are fulfilling their responsibilities. The overall purpose is to provide templates for organizations to plan changes, prepare stakeholders, and ensure all necessary elements are in place for successful implementation.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
This 2-day training program covers change management principles and processes. It will introduce concepts like the types and theories of change, diagnosing organizational change readiness, and reducing resistance to change. Participants will learn about leadership's role in change and how to guide employees through the change cycle. The program will also cover Prosci's change management methodology and how to apply a seven-step process to organizational change initiatives. The goal is for participants to gain competency in facilitating change in their own organizations.
The document outlines the purpose, methodology, and levers of change management. The purpose is to change conditions from a previous state to a perceived better state. The methodology involves creating a project team, analyzing change needs, designing a game plan to execute change, and sustaining momentum. The key levers of change are leadership, involvement, communication, learning, measurement, and reinforcement to sustain behavior change over time.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
Leadershiip start by leading yourself first. This presentation attempts 3 things.
1. Demystify Personal Leadership
2. Outlines the 6 Characteristics of Authentic Leaders
3. Empowers you on How to acheive Self Mastery
Personal Leadership is all about achieving OUTWARD impact through INNER Mastery.
This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.
Find Your Why For Groups - The Agile South Coast Tribe Why, Feb 2019Steven Mackenzie
In his 2009 TED Talk (and 2011 book) "Start With Why" Simon Sinek told us that when we consciously start with "Why?" we can communicate more effectively and make better choices. Understanding and communicating our organisation's "Why" becomes important in our work when we encourage autonomy for teams to make decisions because we expect those decisions to be aligned with the strategies, goals and purpose of our organisation.
Discovering and stating our purpose, as individuals or as groups, can be difficult though. The parts of our brain that drive our motivation and emotional choices are not the parts of our brain that are competent with language. This session uses a tested format to help us uncover the underlying purpose of our organisation.
The workshop format comes from the book "Find Your Why", by Peter Docker and David Mead, co-authored with Simon Sinek. It outlines 2 separate processes, for either individuals or for organisations, to understand and describe the purpose that drives them. In this workshop we will use the exercise for organisations to explore the format, using "Agile South Coast" as the organisation that we can all identify with.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
The document discusses key concepts in performance measurement and strategic information management. It emphasizes that consistent, accurate data across business areas provides real-time information to evaluate processes, products and services to meet objectives and customer needs. It also discusses leading practices like developing performance indicators reflecting customer needs, using comparative data to improve, and involving all employees in measurement activities.
The Age of Alignment Part II: Getting Strategy-Driven Performance Measurement...Pearl Meyer
Our December webinar explored a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
During that webinar, I talked with my colleague on the Blue Ribbon Commission, Pearl Meyer and Partners’ Steve Van Putten, along with Michael Ng who is with us again today. We discussed the alignment of business strategy and compensation, the role of the Board, the hallmarks of a properly aligned program and examples of various approaches to design, monitoring and revision.
Today, we will build on that topic and take an in-depth look at how Boards can implement the right performance measures to ensure a compensation program that will be an effective tool for driving corporate strategy. With Pearl Meyer and Partners’ Managing Director Matt Turner taking the lead, we will look at measurement selection and mix, and practical concerns for measurement, goal setting and the on-going administration and governance of a winning program.
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
The document discusses organizational change and provides models for managing change, providing feedback, resolving conflict, and assigning group roles and responsibilities. It outlines Kotter's 8-step change model for creating urgency, building a coalition, developing a vision, communicating the vision, removing obstacles, creating short-term wins, building on changes, and anchoring changes in the organizational culture. It also describes the GROW model for goal setting, examining current reality, exploring options, and establishing willingness when providing feedback. Additionally, it outlines an IRB approach and the RACI model for assigning responsibilities to roles in a group.
The document contains checklists for evaluating change readiness and change management responsibilities. It includes sections to track whether business units have been contacted, training has been planned, IT systems have been prepared, and whether key change management roles have been assigned and are fulfilling their responsibilities. The overall purpose is to provide templates for organizations to plan changes, prepare stakeholders, and ensure all necessary elements are in place for successful implementation.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
This 2-day training program covers change management principles and processes. It will introduce concepts like the types and theories of change, diagnosing organizational change readiness, and reducing resistance to change. Participants will learn about leadership's role in change and how to guide employees through the change cycle. The program will also cover Prosci's change management methodology and how to apply a seven-step process to organizational change initiatives. The goal is for participants to gain competency in facilitating change in their own organizations.
The document outlines the purpose, methodology, and levers of change management. The purpose is to change conditions from a previous state to a perceived better state. The methodology involves creating a project team, analyzing change needs, designing a game plan to execute change, and sustaining momentum. The key levers of change are leadership, involvement, communication, learning, measurement, and reinforcement to sustain behavior change over time.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
Leadershiip start by leading yourself first. This presentation attempts 3 things.
1. Demystify Personal Leadership
2. Outlines the 6 Characteristics of Authentic Leaders
3. Empowers you on How to acheive Self Mastery
Personal Leadership is all about achieving OUTWARD impact through INNER Mastery.
This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.
Find Your Why For Groups - The Agile South Coast Tribe Why, Feb 2019Steven Mackenzie
In his 2009 TED Talk (and 2011 book) "Start With Why" Simon Sinek told us that when we consciously start with "Why?" we can communicate more effectively and make better choices. Understanding and communicating our organisation's "Why" becomes important in our work when we encourage autonomy for teams to make decisions because we expect those decisions to be aligned with the strategies, goals and purpose of our organisation.
Discovering and stating our purpose, as individuals or as groups, can be difficult though. The parts of our brain that drive our motivation and emotional choices are not the parts of our brain that are competent with language. This session uses a tested format to help us uncover the underlying purpose of our organisation.
The workshop format comes from the book "Find Your Why", by Peter Docker and David Mead, co-authored with Simon Sinek. It outlines 2 separate processes, for either individuals or for organisations, to understand and describe the purpose that drives them. In this workshop we will use the exercise for organisations to explore the format, using "Agile South Coast" as the organisation that we can all identify with.
The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
The document discusses key concepts in performance measurement and strategic information management. It emphasizes that consistent, accurate data across business areas provides real-time information to evaluate processes, products and services to meet objectives and customer needs. It also discusses leading practices like developing performance indicators reflecting customer needs, using comparative data to improve, and involving all employees in measurement activities.
The Age of Alignment Part II: Getting Strategy-Driven Performance Measurement...Pearl Meyer
Our December webinar explored a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
During that webinar, I talked with my colleague on the Blue Ribbon Commission, Pearl Meyer and Partners’ Steve Van Putten, along with Michael Ng who is with us again today. We discussed the alignment of business strategy and compensation, the role of the Board, the hallmarks of a properly aligned program and examples of various approaches to design, monitoring and revision.
Today, we will build on that topic and take an in-depth look at how Boards can implement the right performance measures to ensure a compensation program that will be an effective tool for driving corporate strategy. With Pearl Meyer and Partners’ Managing Director Matt Turner taking the lead, we will look at measurement selection and mix, and practical concerns for measurement, goal setting and the on-going administration and governance of a winning program.
Kegiatan magang teknis tenaga pendidik Akademi Komunitas COE Industri Petrokimia di Politeknik AKA Bogor bertujuan untuk meningkatkan kompetensi para tenaga pendidik dalam pengelolaan pendidikan vokasi dan pembelajaran teknis kimia. Kegiatan ini meliputi pengenalan sistem pengelolaan akademik dan laboratorium, serta kunjungan industri untuk memperkaya pengetahuan praktik. Satu orang tenaga pendidik mengikuti program magang sel
The document discusses concepts and definitions related to performance management. It provides 3 key definitions:
1) Performance management is about synchronizing improvement efforts to create value for customers and economic value for owners.
2) It involves translating plans into results through execution.
3) It is the process of managing an organization's strategy.
The document then traces the historical development of performance measurement and management concepts over time.
Many companies invest significant time and effort into annual strategic planning processes but get little value from it. These processes often involve business units presenting similar strategies to the previous year without new ideas. Some executives see these processes as meaningless rituals. To improve strategic planning, companies should focus on building prepared minds through discussions rather than presentations, and encourage creative thinking through bottom-up experiments and top-down initiatives to spur innovation. Strategic planning groups can help convene these conversations and analyze strategies, but the CEO must ultimately drive the process.
The document discusses various approaches to performance measurement systems. It notes that traditional systems have limitations like being lagging, inflexible, and not fostering improvement. It then outlines several new models that aim to address these issues, including the performance measurement questionnaire (PMQ) approach, balanced scorecard, Cambridge model, and integrated performance measurement system (IPMS). The PMQ approach uses questionnaires to evaluate current measures and identify gaps, while the balanced scorecard and Cambridge model link measures to organizational strategy, objectives, and initiatives. The IPMS further structures measurement around the business, business units, processes, and activities.
Overcoming Skepticism In Performance Measurement Hci April 14, 2011 FinalDean Spitzer
Dean Spitzer, an organizational psychologist and business consultant with 40 years of experience, gives a presentation on overcoming skepticism in performance measurement. He notes that most performance measurement systems are ineffective and poorly aligned. Measurement is often misused to monitor and control employees rather than provide useful feedback. This causes fear and distrust of measurement among employees. Spitzer advocates for using measurement to facilitate learning and improvement, taking the threat out of it, and ensuring it rewards the right behaviors.
SPMS. Strategic human resource develomentFaixa Majid
This document discusses strategic performance measurement systems and four related papers.
The introduction defines strategic performance measurement and explains its importance for aligning organizations with long-term goals. Four papers are then summarized that examine: 1) How performance measurement can play an active role in strategy reviews, 2) Using non-financial indicators to improve strategic alignment and learning, 3) How flexible performance systems can effectively implement strategic changes, and 4) How non-financial indicators can create organizational rigidity if overused.
The discussion analyzes themes across the papers regarding the multiple roles of performance measurement in implementing, reforming and communicating strategy. It emphasizes defining the intended roles and characteristics of a performance system upfront to ensure consistency with organizational aims.
The document discusses the role of performance measurement and reporting in driving change in healthcare systems. It describes how data is collected and transformed into information and knowledge. Performance measurement can be used to stimulate change through various levers like regulation, incentives, and quality improvement initiatives. The document uses examples from New South Wales to illustrate how reporting on metrics like emergency department wait times and mortality rates can influence healthcare providers through coercive, normative, and cognitive levers. It also discusses insights from the NSW experience, noting that while multiple organizations can foster innovation, they can also create confusion if responsibilities are not clear.
This document is an image file without any text content. Therefore, I am unable to provide a meaningful summary in 3 sentences or less based on the information given. The document appears to be an image but I cannot determine the subject or essential details of the image from the file itself.
Integrating Enterprise Risk Management (ERM) with Organizational Strategyhenrytk2
An ERM program must be integrated with an organization's overall strategy to provide a complete approach to risk management. The key is to align ERM with strategic objectives in each of the four perspectives of the balanced scorecard - financial, customer, internal processes, and learning and growth. This ensures ERM considers risks that could impact any part of the organization and guides efforts to achieve goals. By including ERM-related objectives in the strategy map, individuals understand how risk management relates to their roles in executing strategy. Properly integrating ERM allows an organization to manage risks and seize opportunities to improve performance, customer satisfaction, and shareholder value.
Transform @ Scale: How Old Economy Gets Ready for New Economy - Keynote by Karel Dörner, Partner of McKinsey & Company at the NOAH 2015 Conference in Berlin, Tempodrom on the 10th of June 2015.
Evaluation and performance measurement serve several key purposes:
1) They help ensure accountability, focus efforts on valuable results, and increase investor commitment.
2) They provide useful feedback to stakeholders to help them make wise decisions about resources.
3) They address quality improvement through systematic reflection on plans and progress.
Evaluation focuses on interventions while performance measurement focuses on results over time. Evaluation looks for qualitative stories while measurement looks for quantitative signals. The goal of evaluation is to provide useful feedback to influence decisions. There are various evaluation strategies and methods that can be used formatively to improve programs or summatively to examine outcomes and impacts. Performance measurement establishes metrics in key areas like effectiveness, efficiency, quality and time
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
These slides attempt to explain a rather complicated part of MS Project: setting up calendars, understanding how 'schedule options' influence duration, how to set up non-working days other than weekends using the Exceptions tab, etc.
The document discusses strategies for finance departments to become more strategic business partners rather than back-office administrators. It notes that the pendulum has swung from finance being financial policemen in the 1990s to now focusing more on controls due to governance regulations. However, finance departments can become more strategic by acting as chief focus officers to help companies prioritize, building external networks to find opportunities, and integrating with other departments to better understand the business.
The document discusses performance measurement and its importance in a business organization. It defines performance measurement as quantitatively evaluating products, services, and processes. It explains that performance measures help understand how well an organization is doing, if it's meeting goals, and where improvements are needed. The document also discusses the Baldrige criteria for performance excellence and its seven factors for evaluating organizational performance.
There are multiple levels of strategy needed for companies. Corporate strategy covers objectives and coordination across business units (SBUs). SBU strategies provide objectives and coordination for each business unit to contribute to corporate goals. Functional strategies deal with objectives and coordination within specific functions like marketing, sales, and distribution to support SBUs and corporate strategy. Strategists at different levels are involved in strategic management, including the board of directors, CEO, senior management, SBU executives, corporate planning staff, consultants, and entrepreneurs.
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
The document discusses performance evaluation and control. It outlines the basic performance pyramid with mission, vision, goals/objectives, strategies, and success drivers at the top feeding into performance measures at the bottom. It emphasizes that performance measures should aim for the long-term and be forward-thinking. Both financial and non-financial measures are needed, with an emphasis on lead indicators over lag indicators. A comprehensive performance measurement system addresses financial performance, customer satisfaction, internal business processes, and organizational learning and growth.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
This document provides an overview of business performance management (BPM). It discusses key concepts such as closed-loop processes linking strategy to execution, strategic planning, operational planning, performance monitoring and measurement, performance management methodologies like the balanced scorecard and Six Sigma, and performance dashboards. The document outlines the learning objectives, definitions, components, best practices, challenges, and technologies associated with effective BPM.
The document discusses the Balanced Scorecard approach to measuring corporate performance. It introduces the Balanced Scorecard and explains that it ties performance measures to corporate strategy using a balanced set of financial and non-financial metrics across different perspectives like internal processes, customer, learning and growth, and financials. The document also outlines some potential problems with implementing the Balanced Scorecard like lack of focus on strategy, difficulty connecting metrics to deliverables, and resistance to cascading objectives down to staff levels.
The document discusses the Balanced Scorecard approach to measuring corporate performance. It introduces the Balanced Scorecard and explains that it ties performance measures to corporate strategy using a balanced set of financial and non-financial metrics across different perspectives like internal processes, customer, learning and growth, and financials. The document also outlines some potential problems with implementing the Balanced Scorecard like lack of focus on strategy, difficulty connecting metrics to deliverables, and resistance to cascading objectives down to staff levels.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
The document discusses implementing a balanced scorecard approach at a client's firm. It describes challenges the client previously faced around strategy execution and measurement. It then details the goals sought in implementing a balanced scorecard, including aligning operations with strategy and facilitating strategic learning. Lessons learned from the client's implementation included establishing cause-and-effect linkages between objectives and ensuring balance between leading and lagging indicators.
The document provides an introduction to the balanced scorecard framework. It describes the balanced scorecard as a strategic planning and management system that is used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The balanced scorecard suggests that organizations must consider four perspectives - financial, customer, internal business process, and learning and growth. It advocates measuring performance from all four of these perspectives rather than relying solely on traditional financial accounting measures.
Business performance measurements have evolved from simply tracking outcomes to also measuring activities, inputs, and supply chains. Recent decades have seen great improvements using methods like Six Sigma and TQM, though now most gains require cost cutting. Three effective measurements for ensuring steady improvement are: 1) Measuring improvement initiatives' effectiveness in achieving their objectives, rather than just headcount reductions or financial targets, 2) Distinguishing between performance and improvement measurements, with improvement focusing on rates of change rather than levels, and 3) Establishing measurements linked to a clear strategy of sustained profitable growth through benchmarking, scorecards, improvement initiatives, innovation, and process management.
The balanced scorecard method - strategySushovan Bej
The balanced scorecard is a strategic planning tool used by businesses to align goals and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. It was created by Kaplan and Norton to provide a more holistic view of organizational performance beyond just financial measures. Managers use the balanced scorecard to translate strategy into objectives and measures, communicate strategy to employees, link strategic objectives to budgeting and resource allocation, and monitor performance regularly to ensure goals are met.
Balanced Scorecards For The Busy Business PersonWarren_R
The document discusses balanced scorecards, which are strategic planning and management systems used to align business activities with vision and strategy. They improve communication and monitor performance against goals. Scorecards measure perspectives like learning & growth, business processes, customers, and financials. This helps businesses identify and increase their intangible assets like intellectual property, brand, and customer reputation, which now make up 72% of business value, compared to 28% for tangible balance sheet items. The document provides examples of objectives and measures companies can use for each perspective in a balanced scorecard to track performance and drive accountability.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
This document discusses various approaches to measuring supply chain performance, including the Balanced Scorecard, SCOR model, Logistics Scoreboard, activity-based costing, and economic value added. It provides examples of performance measures that can be used across different areas of the supply chain, including customer service, processes, purchasing, manufacturing, logistics, administration, and marketing. Key frameworks like the Balanced Scorecard emphasize the importance of using a mix of financial and non-financial metrics to evaluate performance from multiple perspectives.
A balanced scorecard is a strategic planning and management system used to align business activities with an organization's vision and strategy. It measures performance across four perspectives: learning and growth, business processes, customers, and financials. This allows companies to track both financial indicators and the drivers of future financial performance, including employee training, internal business processes, customer satisfaction, and innovation. The balanced scorecard provides a framework for setting objectives, measures, targets, and initiatives and helps improve communication, collaboration, and accountability towards achieving an organization's strategic goals.
The document discusses the Balanced Scorecard framework. It provides background on why organizations struggle with strategy execution and the development of the Balanced Scorecard as a performance management tool. The Balanced Scorecard translates an organization's strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It allows organizations to link strategic objectives, measure performance, and track initiatives.
The Balanced Scorecard is a strategic planning and management framework that helps organizations translate their mission and vision into tangible objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of both financial and non-financial metrics and performance indicators to measure how well an organization is executing its strategy. The Balanced Scorecard methodology starts by identifying strategic objectives, then establishes measures, sets targets, and identifies strategic initiatives to drive improvement across the four perspectives.
The document discusses the balanced scorecard framework. It was developed by Kaplan and Norton as a strategic planning and management system that adds non-financial metrics to traditional financial measures. It includes four perspectives: financial, customer, internal business processes, and learning and growth. Companies use it to translate strategy into objectives and measures, communicate strategy, align initiatives, and provide strategic feedback. The balanced scorecard process involves defining measurement architecture, specifying strategic objectives, choosing measures, and developing an implementation plan. Successful implementation requires commitment from senior leadership and integrating it into the organizational culture.
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
This document provides an overview of a training session on introducing the balanced scorecard. It discusses:
- The objectives of understanding the motivation for and core elements of a balanced scorecard, and identifying the mission and vision in scorecard terms.
- Some key terms related to performance measurement, management, and scorecards.
- Why organizations implement balanced scorecards, including better strategy understanding and improved processes.
- How to develop a balanced scorecard, including translating mission and vision into strategies and identifying metrics, objectives, and initiatives.
Similar to Performance Measurement: Rules For Driving Results (20)
Welcome to Performance Measurement presented by the Global Institute for Management. In this presentation, you will gain insight into measurement systems that impact strategic execution and business results.
In this presentation, you will gain an understanding of the problems that exist with traditional performance measures. You will see how companies often make the mistake of creating measurements that have no significant purpose and fail to motive people. In addition, you will learn how to align people to strategy through performance measures. This will require an understanding of how measures can be translated out of the strategic objectives of the organization. You will also gain valuable insights into how to build and refine performance measurement systems. This presentation will cover the topic of how to balance leading and lagging indicators and how to properly communicate strategy.
When times of economic trouble come, it is common for many businesses to see red colored metrics appear on their operational dashboards. This realization can develop curiosities within us and make us wonder whether we’ve been doing the right things. We’ll stop and question whether or not we truly understand our business or industry. [read the slide]
Read the slide. [after first bullet] In an industrial aged economy, financial measurements were the primary performance assessment tools. But in our modern knowledge based economy, we have to turn measurements that assess the intangible aspects of the business. However, [read the second bullet].
So why is a comprehensive performance measurement system necessary? According to a survey of 2000 respondents conducted by consultant Lawrence Maisel and the American Institute of Certified Public Accountants, 80% said that performance measurement systems were a way to achieve business results and create value for shareholders. What was noticed about the performance measurement systems of the respondents was that they were too focused on traditional financial measures such as operating income, sales revenue, and cash flow. According to author Loren Gary, they don’t really know what the drivers of the nonfinancial areas of their business are, nor do they understand how these areas relate to each other or overall business performance.
Read the slide. Agility, adaptability, and anticipation are required not just for the success of the modern business but for its own survival. Traditional financial measures simply cannot give a business these qualities.
Before we can fully understand how to improve the way we measure performance, we have to understand the different types of performance measures that are available. It is important to remember that we want to measure the tangible and intangible aspects of the business. [Read the slide]
Performance measures do not mean anything unless they are built on a foundation. The organizational strategy is the foundation on which performance measures need to be based on. Since the strategy is the path to which the organization achieves its goals, the measures should assess the organization’s progress in executing the strategy. While aligning a measurement system to strategy does not fully guarantee an organization protection from adverse conditions, it does provide managers with a clear path for making decisions and determining tradeoffs.
Read the slide. Discussion and collaboration is needed for the proper assessment of the organizational strategy. The strategy must point us to the goals of the organization, and the measures must support the execution of the strategy.
The balanced scorecard is a management tool which communicates an organization’s progress in executing its strategy. It can connect performance measures to corporate strategy. A complete balanced scorecard consists of five components. The strategy map, seen on the left, is a diagram of the cause-and-effect relationships between strategic objectives. The objectives in the strategy map are statements of what the strategy must achieve and what’s critical to its success. The measurement shows how success in achieving the strategy will be measured and tracked. The target indicates the level of performance or rate of improvement needed. This is typically communicated through a number. The initiative is a key action program required for the achievement of the objective. In a complete scorecard, measurements, targets, and initiatives will emerge out of each objective in the strategy map. In this example, Michael’s Pizza is focusing on operating efficiency. The company realizes that through operating efficiency, enhanced profitability can be achieved as seen in the financial perspective. Enhanced profitability is a product of lower costs and increased revenue, as also seen in the financial perspective. However, to see increased revenue, Michael’s Pizza is going to have to improve its ability to retain customers and win new ones. Customers in this industry want to see deliveries arrive on time and they like to have piping hot pizzas arriving to them, so meeting the temperature requirement of the customer can provide a significant competitive advantage. But Michael’s Pizza has another problem – it takes too long for them to make pizzas. It takes 12 minutes to make a pizza which is inefficient by industry standards. This inefficiency is keeping delivery drivers from leaving Michael’s Pizza on time. So, Micahel’s Pizza has to reduce the amount of time it takes to reduce pizzas as articulated in the internal perspective. To achieve the internal objective, kitchen staff members are going to have to be aligned together. They are going to have to communicate with one another and understand each other’s roles. In this example, you can see that the measurement used to track the objective of reducing manufacturing cycle time is the average amount of time used to make a pizza. The numerical target set for pizza cycle time is 9 minutes which is a 25% improvement off of the current 12 minute time it takes to make a pizza. The initiative set in place to make the achievement of the objective likely is the installation of new ovens which use less energy and apply new technology in reducing cooking time. The initiative addresses the reduction in cooking time that is needed to make pizzas more efficiently.
Read the slide. The balanced scorecard shows us that treating initiatives as an end result is not effective strategic planning (as a matter of fact, that’s not strategic planning at all). We should ultimately strive to achieve organizational objectives and not the establishment of measures or colorful sounding initiatives.
Read the slide.
Read the slide. Targets established by employees can be a tremendous motivating factor for execution.
So how many measures should you be using? There are many opinions on this question. It’s sufficient to say that the verdict is still out on the answer to this one. [Read the slide] Regardless of what opinion you accept, you must keep a few things in mind: don’t get too fixated on a single metric – it’s fine to go back and refine metrics – also, do not take on more data than you and your managers can handle. When building a measurement system, it is feasible to error on the side of simplicity. Your measurement system is going to have to be understood by everyone who sees it.
Read the slide.
Read the slide.
Thank you for joining us. If you have any questions regarding the content of this presentation, please visit us at www.gimanagement.com or send me an e-mail at henry.killackey@gimanagement.com