We help organizations translate their strategy into successful programs and projects using a three-level approach of Strategy, Capability, and Execution. We structure our work around determining if organizations are doing the right things, have the capability to do the right things, and are executing the right things right. Our services include project management, business change, business transformation, process design, cost optimization, and continuous improvement to help clients develop the capabilities needed to effectively execute their strategies.
Benefits realisation management is one of the most important things than an organisation needs to do... but not at any cost
presented by Steve Parker
Tuesday 28th June 2016
APM Value Management SIG
Critical linkages between value and benefits
-- 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
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.
Benefits realisation management is one of the most important things than an organisation needs to do... but not at any cost
presented by Steve Parker
Tuesday 28th June 2016
APM Value Management SIG
Critical linkages between value and benefits
-- 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
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.
This presentation is a brief description of the gap analysis, meaning definition of gap analysis, application of gap analysis along with the advantages and disadvantages of gap analysis.This is quite useful for students who need to understand the concept of gap analysis.
Designing A Performance Management Systemnwilson76
The lack of a structured training program, inefficient organization structure, focused planning & execution has prevented the IT departments from carrying out the strategic objectives outlined for their organizations.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
This presentation is a brief description of the gap analysis, meaning definition of gap analysis, application of gap analysis along with the advantages and disadvantages of gap analysis.This is quite useful for students who need to understand the concept of gap analysis.
Designing A Performance Management Systemnwilson76
The lack of a structured training program, inefficient organization structure, focused planning & execution has prevented the IT departments from carrying out the strategic objectives outlined for their organizations.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
Leadership Champions combines research, strategy, and employee engagement tool sets ideally suited to Tier 1-3 specialist Contractors operating in the Global Transport Sector.
Our business winning approach helps teams quickly gain a deep understanding of the changing nature of construction, collaboration (BS11000) and sustainability (BS8903).
We often work with Institutions globally, regionally, and locally, and share insight across a range of sectors, government departments, learning and research environments, and of course Transport environments.
As renowned thought leaders in business strategy execution working, Leadership Champions continues to develop solutions that generate real business value.
If you would like to know more about our work, contact us by email - hello@leadership-champions.com
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
Successful Digital Transformation starts with a well defined Strategy
Pyramid Consulting Brochure
1. STRATEGY + PLANNING + MANAGEMENT
STRATEGY
We help organizations translate their
strategy into a portfolio of successfully
executed program and projects by us-
ing our three-level approach: Strategy,
Capability and Execution.
WE STRUCTURE OUR WORK WITH CLIENTS
AROUND THREE CRITICAL QUESTIONS:
STRATEGY — ARE WE DOING THE ‘RIGHT’ THINGS?
Gut instincts alone aren’t enough to manage a growing enterprise. You need strong analytics to make the quantifia-
ble strategic decisions that will drive your continued success.
We help you implement strategic alignment tools that will prioritize your capital spend and strategic initiatives using
the three dimensions of strategic value, complexity and urgency.
CAPABILITY — ARE WE ‘CAPABLE’ TO DO THE ‘RIGHT’ THINGS?
Capability is the readiness of the company to navigate the path set by its strategy. The importance of capabilities
was highlighted when research showed that some companies consistently outperformed others despite having sim-
ilar strategies, market positions, value propositions and pricing. Organizational capability is akin to the fitness level
of an athlete. The more “fit” an organization is, the higher the probability it can execute its strategy right.
Those leading companies were found to have superior capabilities that allowed them to perfect the imple-
mentation of their strategies.
EXECUTION — ARE WE ‘EXECUTING’ THE ‘RIGHT’ THINGS ‘RIGHT’?
Strategy and capability are essential to superior performance, but they are not sufficient for company success. Ex-
cellence in execution is the third required ingredient.
Execution is about getting things done. Excellence in execution is about getting things done right every time.
Our involvement during the execution phase is usually categorized under one of the following categories or a com-
bination thereof:
Monitoring and measuring performance
Outsourcing some of the client’s business functions
“There is nothing
so useless as do-
ing efficiently that
which should not
be done at all."
Peter Drucker
“We are what we
repeatedly do. Ex-
cellence, then, is
not an act, but a
habit.” Aristotle
“Practice isn’t the
thing you do once
you’re good. It’s
the thing you do
that makes you
good.” Malcolm
Gladwell
A Solid Foundation for Strategy Implementation
2. Our capabilities and service lines include:
PMO services
Business change
Business transformation
Program and project management
Process design and improvement
Cost optimization
Lean operations
Continuous Improvement
Recent Client Successes:
Over the past five years, our client has been able to increase
their capital project spend throughput by 166%, while improving
variance (actual spend vs budget) by 83% on an annual capital
spend average of $2 Billion USD per year.
We helped our client reduce their operating cost by >$18 M of
sustainable annual cost savings (against a $3.5 M target) based
on operational efficiencies without any reduction in compensa-
tion or layoffs.
2350 Green Road, Suite 175 C, Ann Arbor, MI 48105 | 734.369.8127 | info@pyramidint.com | www.pyramidint.com
RESULTS
O R I E N T E D
EXECUTION EXCELLENCE
CAPABILITY IMPROVEMENT
We engage hands-on with clients to help them develop the
capabilities necessary to effectively execute their strate-
gies and transform their businesses.
OUR COST STRUCTURE IS DESIGNED FOR DRIVING SUSTAIN-
ABLE RESULTS
We built a cost effective structure which allows for quick Return on
Investment, helping you achieve immediate short-term wins while
sustaining long-term results.
WE PARTNER WITH CLIENTS TO IMPLEMENT SOLUTIONS AND
RECOMMENDATIONS
Our team work on-site, side-by-side with clients to implement im-
provement recommendations and achieve sustainable results
through proven knowledge immersion approach.
RESULTS ORIENTED
Our results are hands-on, visible, and realistic. We pride ourselves
on implementable solutions that live on beyond soon forgotten
presentations.
We deliver quick bottom
-line results in parallel
to building clients’ long
term capabilities.
Do you know what are the issues hindering your business
achieving operational excellence?
We conduct fact-based, assessments of organizations using wide-
ly recognized maturity scales in areas such as Project Manage-
ment, Portfolio Management, and Continuous Improvement,
Benefits of assessments include:
Objective, fact-based third party assessment of organizational
maturity;
Low cost with rapid ROI;
Identifies roadblocks for achieving operational excellence;
Provides clear and structured roadmap for improvement.
CONTACT US FOR A QUICK ASSESSMENT
OF YOUR ORGANIZATION