S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
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.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
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.
225
C H A P T E R
12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per-
formance management system in a professional service fi rm.
Introduction
Business Diagnosis and Assessment
Feedback
Program Design Considerations
Program Implementation
Design Considerations
Chosen Approach, Format Development, and Introduction
Performance Management System Development
Tailored Leadership Pipeline Development
Evaluation
Business Results
Employee Climate Survey Results
Turnover Results
Anecdotal Evidence
■
■
■
■
■
■
■
■
■
■
■
■
■
■
c12.indd 225c12.indd 225 10/30/09 5:39:50 PM10/30/09 5:39:50 PM
226 Best Practices in Talent Management
INTRODUCTION
The Drotter results - based approach is tailored to a professional services fi rm structure
and applied in the development of a performance management system aligned with the
business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with
the full performance defi nitions for each leadership level in the tailored pipeline
becoming the basis for a new organization - wide performance management applica-
tion. The Drotter full performance defi nitions subsequently become the “ source code ”
for selection, talent management, and training planning applications. The focus of this
paper is the fi rst application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a
fundamental strategic assessment and visioning process to guide it through the next
fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The
vision focused on a new approach to client account planning, a more client - centric
structure, and a greater emphasis on operating interdependence between the globally
dispersed offi ces in the service of multinational clients. It was felt that these three ini-
tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com-
plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target.
The senior management group identifi ed the need to upgrade and align human
resources management processes to successfully communicate and implement the new
business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in
the strategy implementation effort by designing and installing a more systematic,
business - focused human resources management process.
In the CTO ’ s opinion, the vision implementation challenge centered on creating
the highest possible level of employee engagement with the vision in the short term —
by providing people throughout the fi rm with a clear, specifi c understanding of what
the business strategy meant for them.
His metaph ...
Ia
n
W
h
ad
co
ck
1808 Kaplan.indd 621808 Kaplan.indd 62 12/5/07 5:31:55 PM12/5/07 5:31:55 PM
NOT LONG AFTER ITS SUCCESSFUL IPO, the Conner Corporation (not its real
name) began to lose its way. The company’s senior executives continued their prac-
tice of holding monthly one-day management meetings, but their focus drifted.
The meetings’ agenda called for a discussion of operational issues in the morn-
ing and strategic issues in the afternoon. But with the company under pressure
to meet quarterly targets, operational items had started to crowd strategy out
of the agenda. Inevitably, the review of actual monthly and forecast quarterly
fi nancial performance revealed revenues to be lower, and expenses to be higher,
than targeted. The worried managers spent hours discussing how to close the
gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales
hbr.org | January 2008 | Harvard Business Review 63
Successful strategy execution has two basic rules: understand
the management cycle that links strategy and operations, and know
what tools to apply at each stage of the cycle.
by Robert S. Kaplan
and David P. Norton
the Management
System
1808 Kaplan.indd 631808 Kaplan.indd 63 12/5/07 5:32:05 PM12/5/07 5:32:05 PM
64 Harvard Business Review | January 2008 | hbr.org
LEADERSHIP AND STRATEGY | Mastering the Management System
campaigns. One executive noted, “We have no time for
strategy. If we miss our quarterly numbers, we might cease
to exist. For us, the long term is the short term.”
Like Conner, all too many companies – including some
well-established public corporations – have learned how
Gresham’s Law applies to their management meetings:
Discussions about bad operations inevitably drive out dis-
cussions about good strategy implementation. When com-
panies fall into this trap, they soon fi nd themselves limping
along, making or closely missing their numbers each quarter
but never examining how to modify their strategy to gener-
ate better growth opportunities or how to break the pat-
tern of short-term fi nancial shortfalls. Analysts, investors,
and board members start to question the imagination and
commitment of the companies’ management.
In our experience, however, breakdowns in a company’s
management system, not managers’ lack of ability or effort,
are what cause a company’s underperformance. By manage-
ment system, we’re referring to the integrated set of processes
and tools that a company uses to develop its strategy, translate
it into operational actions, and monitor and improve the effec-
tiveness of both. The failure to balance the tensions between
strategy and operations is pervasive: Various studies done in
the past 25 years indicate that 60% to 80% of companies fall
short of the success predicted from their new strategies.
By creating a closed-loop management system, compa-
nies can avoid such shortfalls. (S ...
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
Performance management is undergoing a revolution. Businesses around the world are adopting more flexible systems for appraising their employees.
This new trend has likely left you a bit unsettled: "Should I follow this trend?" "If so, what approach is right for my company?" "How do I align my pay strategies with a less structured performance appraisal process?" "What are the performance metrics I should be managing?"
In VisionLink's report, Pay and the Demise of Performance Management, we answer those questions...and many more. You will also learn about compensation issues that are impacted by a more fluid performance appraisal system and what adjustments you should make to your pay strategy as a result.
1
Activity Analysis of Coloring
Mariah Stump
Therapeutic Recreation: Professional Practicum I
2
Activity Analysis: Coloring
Description:
Coloring is a leisure activity that involves creativity and imagination. Coloring can be an
individual or group activity. In order to color, the participant must have a coloring sheet, coloring
utensils, sharpener, and a hard surface. The coloring utensils can be crayons, colored pencils, or
markers. The goal of coloring is to bring color to the objects on the coloring sheets by shading
them with the coloring utensils. After choosing a coloring sheet, the participant must choose the
colors they feel will look best on the picture. If the coloring utensil is not sharp, they can use a
sharpener. Then the participant chooses a section to start and which color to use for that section.
They should start by coloring the inside edge of the section to help them stay in the lines. After
coloring the edge, they can color the center. They should continue to choose a section, choose a
color, shade the inside edge, and shade the center until the picture is fully colored (How).
Precautions/ Safety Issues:
Some people may want to take precaution if they are allergic to some of the chemicals in
crayons, colored pencils, or markers. They must avoid ingesting any of these coloring utensils.
Participants also need to avoid inhaling the smell of the markers. This could cause damage to the
brain, lungs, heart, liver, kidney, and peripheral nerves if it becomes a habit (Inhalants).
Special Considerations:
This activity is for people age 4 and up. Children younger than four have a hard time
staying in the lines, and may not benefit from the activity (Eye). Also, people that are blind may
be unable to do this activity unless adaptations are made.
Demands:
Although coloring is mainly a cognitive activity, it also has some physical, social, and
emotional demands. Some of the cognitive demands include deciding what picture to color and
which colors to use. Coloring is physically demanding, because the participant must have hand-
eye coordination in order to color in the lines. Sitting is the primary body position during
coloring, so the participant must also have sitting endurance. The dominant arm, wrist, hand, and
fingers are also involved, so the person must have the arm strength and stability needed to finish
the coloring page. Coloring is normally an individual activity, however, more than one person
3
can participate at one time. Coloring in a group could make the activity socially demanding, if
the people choose to interact with one another. Coloring could make a person feel joyful,
relaxed, or frustrated. Joy or happiness could come from completing the coloring page. Coloring
has been shown to relieve stress, so participants may feel relaxed or laid back while participating
in this activity. Coloring can als.
0 Choose one of the organizations described in the Four Case Studie.docxpoulterbarbara
0 Choose one of the organizations described in the “Four Case Studies on Corporate Social Responsibility” article; analyze the information about the organization; and write a 4-page case study paper (2 pages of content). Include in-text citations from at least 2 peer reviewed sources. The case study paper should include the following sections: A. Introduction B. Description of the organization’s original corporate social responsibility (CSR) policies and reporting C. Description of the conflicts D. Description of resultant changes in the CSR policies and reporting E. Conclusion
.
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225
C H A P T E R
12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per-
formance management system in a professional service fi rm.
Introduction
Business Diagnosis and Assessment
Feedback
Program Design Considerations
Program Implementation
Design Considerations
Chosen Approach, Format Development, and Introduction
Performance Management System Development
Tailored Leadership Pipeline Development
Evaluation
Business Results
Employee Climate Survey Results
Turnover Results
Anecdotal Evidence
■
■
■
■
■
■
■
■
■
■
■
■
■
■
c12.indd 225c12.indd 225 10/30/09 5:39:50 PM10/30/09 5:39:50 PM
226 Best Practices in Talent Management
INTRODUCTION
The Drotter results - based approach is tailored to a professional services fi rm structure
and applied in the development of a performance management system aligned with the
business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with
the full performance defi nitions for each leadership level in the tailored pipeline
becoming the basis for a new organization - wide performance management applica-
tion. The Drotter full performance defi nitions subsequently become the “ source code ”
for selection, talent management, and training planning applications. The focus of this
paper is the fi rst application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a
fundamental strategic assessment and visioning process to guide it through the next
fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The
vision focused on a new approach to client account planning, a more client - centric
structure, and a greater emphasis on operating interdependence between the globally
dispersed offi ces in the service of multinational clients. It was felt that these three ini-
tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com-
plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target.
The senior management group identifi ed the need to upgrade and align human
resources management processes to successfully communicate and implement the new
business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in
the strategy implementation effort by designing and installing a more systematic,
business - focused human resources management process.
In the CTO ’ s opinion, the vision implementation challenge centered on creating
the highest possible level of employee engagement with the vision in the short term —
by providing people throughout the fi rm with a clear, specifi c understanding of what
the business strategy meant for them.
His metaph ...
Ia
n
W
h
ad
co
ck
1808 Kaplan.indd 621808 Kaplan.indd 62 12/5/07 5:31:55 PM12/5/07 5:31:55 PM
NOT LONG AFTER ITS SUCCESSFUL IPO, the Conner Corporation (not its real
name) began to lose its way. The company’s senior executives continued their prac-
tice of holding monthly one-day management meetings, but their focus drifted.
The meetings’ agenda called for a discussion of operational issues in the morn-
ing and strategic issues in the afternoon. But with the company under pressure
to meet quarterly targets, operational items had started to crowd strategy out
of the agenda. Inevitably, the review of actual monthly and forecast quarterly
fi nancial performance revealed revenues to be lower, and expenses to be higher,
than targeted. The worried managers spent hours discussing how to close the
gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales
hbr.org | January 2008 | Harvard Business Review 63
Successful strategy execution has two basic rules: understand
the management cycle that links strategy and operations, and know
what tools to apply at each stage of the cycle.
by Robert S. Kaplan
and David P. Norton
the Management
System
1808 Kaplan.indd 631808 Kaplan.indd 63 12/5/07 5:32:05 PM12/5/07 5:32:05 PM
64 Harvard Business Review | January 2008 | hbr.org
LEADERSHIP AND STRATEGY | Mastering the Management System
campaigns. One executive noted, “We have no time for
strategy. If we miss our quarterly numbers, we might cease
to exist. For us, the long term is the short term.”
Like Conner, all too many companies – including some
well-established public corporations – have learned how
Gresham’s Law applies to their management meetings:
Discussions about bad operations inevitably drive out dis-
cussions about good strategy implementation. When com-
panies fall into this trap, they soon fi nd themselves limping
along, making or closely missing their numbers each quarter
but never examining how to modify their strategy to gener-
ate better growth opportunities or how to break the pat-
tern of short-term fi nancial shortfalls. Analysts, investors,
and board members start to question the imagination and
commitment of the companies’ management.
In our experience, however, breakdowns in a company’s
management system, not managers’ lack of ability or effort,
are what cause a company’s underperformance. By manage-
ment system, we’re referring to the integrated set of processes
and tools that a company uses to develop its strategy, translate
it into operational actions, and monitor and improve the effec-
tiveness of both. The failure to balance the tensions between
strategy and operations is pervasive: Various studies done in
the past 25 years indicate that 60% to 80% of companies fall
short of the success predicted from their new strategies.
By creating a closed-loop management system, compa-
nies can avoid such shortfalls. (S ...
Know the basics of Balance Scorecard and its evolution. Also understand perspectives involved into BSC.
PS. The source of the document is as mentioned inside the document.
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
Performance management is undergoing a revolution. Businesses around the world are adopting more flexible systems for appraising their employees.
This new trend has likely left you a bit unsettled: "Should I follow this trend?" "If so, what approach is right for my company?" "How do I align my pay strategies with a less structured performance appraisal process?" "What are the performance metrics I should be managing?"
In VisionLink's report, Pay and the Demise of Performance Management, we answer those questions...and many more. You will also learn about compensation issues that are impacted by a more fluid performance appraisal system and what adjustments you should make to your pay strategy as a result.
1
Activity Analysis of Coloring
Mariah Stump
Therapeutic Recreation: Professional Practicum I
2
Activity Analysis: Coloring
Description:
Coloring is a leisure activity that involves creativity and imagination. Coloring can be an
individual or group activity. In order to color, the participant must have a coloring sheet, coloring
utensils, sharpener, and a hard surface. The coloring utensils can be crayons, colored pencils, or
markers. The goal of coloring is to bring color to the objects on the coloring sheets by shading
them with the coloring utensils. After choosing a coloring sheet, the participant must choose the
colors they feel will look best on the picture. If the coloring utensil is not sharp, they can use a
sharpener. Then the participant chooses a section to start and which color to use for that section.
They should start by coloring the inside edge of the section to help them stay in the lines. After
coloring the edge, they can color the center. They should continue to choose a section, choose a
color, shade the inside edge, and shade the center until the picture is fully colored (How).
Precautions/ Safety Issues:
Some people may want to take precaution if they are allergic to some of the chemicals in
crayons, colored pencils, or markers. They must avoid ingesting any of these coloring utensils.
Participants also need to avoid inhaling the smell of the markers. This could cause damage to the
brain, lungs, heart, liver, kidney, and peripheral nerves if it becomes a habit (Inhalants).
Special Considerations:
This activity is for people age 4 and up. Children younger than four have a hard time
staying in the lines, and may not benefit from the activity (Eye). Also, people that are blind may
be unable to do this activity unless adaptations are made.
Demands:
Although coloring is mainly a cognitive activity, it also has some physical, social, and
emotional demands. Some of the cognitive demands include deciding what picture to color and
which colors to use. Coloring is physically demanding, because the participant must have hand-
eye coordination in order to color in the lines. Sitting is the primary body position during
coloring, so the participant must also have sitting endurance. The dominant arm, wrist, hand, and
fingers are also involved, so the person must have the arm strength and stability needed to finish
the coloring page. Coloring is normally an individual activity, however, more than one person
3
can participate at one time. Coloring in a group could make the activity socially demanding, if
the people choose to interact with one another. Coloring could make a person feel joyful,
relaxed, or frustrated. Joy or happiness could come from completing the coloring page. Coloring
has been shown to relieve stress, so participants may feel relaxed or laid back while participating
in this activity. Coloring can als.
0 Choose one of the organizations described in the Four Case Studie.docxpoulterbarbara
0 Choose one of the organizations described in the “Four Case Studies on Corporate Social Responsibility” article; analyze the information about the organization; and write a 4-page case study paper (2 pages of content). Include in-text citations from at least 2 peer reviewed sources. The case study paper should include the following sections: A. Introduction B. Description of the organization’s original corporate social responsibility (CSR) policies and reporting C. Description of the conflicts D. Description of resultant changes in the CSR policies and reporting E. Conclusion
.
1 Case Study #23 Is Yahoo!’s Business Model .docxpoulterbarbara
1
Case Study #23:
Is Yahoo!’s Business Model
Working in 2011 and Today?
BUS 189 - Prof. Larry Gee
Team # 5 - The A+ Students
Aimee Gohil - # 7260
Sean Luis - # 0283
PM - Karin Proven - # 7884
Krysta Sumabat - # 2199
Friday, December 4 2015
2
Table of Contents
Appendix 1: History, Development, and Growth ……….………………………………………. 3
Appendix 2: Internal Strengths and Weakness ….………………………………………………. 8
Appendix 3: Nature of External Environment …..……………………………………………... 11
Appendix 4: SWOT Analysis…………….………….…………………………………………. 12
Appendix 5: Corporate-Level Strategy ...………………………………………………………. 18
Appendix 6: Business- Level Strategy …………………………………………………………. 20
Appendix 7: Company Structure and Control Systems………...………………………………. 22
Appendix 8: Recommendations...………………………………………………………………. 24
Case Question 1 ……….………………………………………………………….…….……… 25
Case Question 2 ……….………………………………………………………………..……… 29
Case Question 3 ………………………………………………………………………..………. 32
Case Question 4 ……………………………………………………………………….….……. 36
Conclusion …………………………………………………………………………….….……. 38
Bibliography………………………………….………………….……………………….….…. 40
3
Appendix 1: The History, Development, and Growth
Yahoo! is a global technology company best known and recognized for their search
engine, web portals, email services, and similar technologies. Yahoo! is currently working hard
to stand out from competitors by executing several strategies, including corporate level strategies
such as acquisitions, horizontal and vertical integration. It is clear with the struggles Yahoo! has
faced over the past 7 years that they need to regain market share, expand their demographics,
improve innovation, and build brand loyalty to be profitable. The company’s past strategy of
acquisitions has been costly and has not produced the desired result.
Yahoo! was founded by David Filo and Jerry Yang and the company is based in the heart
of the Silicon Valley in Sunnyvale, California. (McCullough) In 1994, David and Jerry were
graduate students at Stanford University, studying to obtain their Ph.D. in Electrical
Engineering. The World Wide Web was a tool they used, but the user experience left them
extremely frustrated. Thousands of pages would appear which were random and unorganized,
making the tool overly cumbersome and difficult to use effectively. Realizing there was a better
way to organize the information, the pair found a way to manage all these websites by specific
content. What David and Jerry provided was a hierarchically organized index compared to an
index of pages. They named this organized hierarchy “David and Jerry’s Guide to The World
Wide Web” and published it in 1994.
Initially their site was used mainly by their friends and for their own personal
use. However, over time, more and more people came across the time saving website, spreading
the word about “David and .
06identifying exceptions and RECOGNIZING WINSWe can .docxpoulterbarbara
|06|identifying exceptions and
RECOGNIZING WINS
“We can always choose to
perceive things differently.
We can focus on what’s
wrong in our life, or we can
focus on what’s right.”
Marianne Williamson
RECOGNIZING WINS | 98
Where We Have Been
In the previous chapter, you learned the concept of neuroplasticity, the brain’s ability to be “plastic” or “changeable”
in nature by actually growing new neural pathways when tasked with creating new thinking patterns. You also
discovered that you cannot always trust your thoughts as they can get stuck in the habit of delivering faulty
information based on self-limiting and self-sabotaging beliefs. You were also introduced to the concept of cognitive
reframing, which highlights your ability to view the same information or experience through a different and more
productive frame of reference. And finally, we shared the narrative concept of externalizing problems; the concept
invited you to examine whether your self-concept was too closely defined by common problems like procrastination,
anxiety, or overwhelm. We further examined what steps to take to start to have a constructive relationship with
externalized problems by dialoguing with them as a way of escaping their impact.
Where We Are Going
In this chapter, we will dive deeply into the concept of finding exceptions to problem-saturated stories. Returning
again to Angela, we will use her story as a teaching tool as we bring into focus exactly how the narrative process is
engineered to discover these exceptions to problems. Highlighting her process will set the stage for you to highlight
your own as you begin inquiring into your own personal narrative in a way that draws on actual evidence from your
own life story thus far.
In this chapter, you will come to find that you, like us all, have unexamined exceptions to the problem-laden beliefs
that may be hard to abandon. Because of this, you will be taught how to explore the creative process of finding
exceptions—those times when despite all odds and the many neural pathways that have already been carved so
deeply to support the dominance of problems, something exceptional still occurred (Figure 1).
Gearing Up
» To develop a new relationship to your problem(s), now that you have learned to
externalize them
» To expand your non-cognitive vernacular (generate more words to convey the Big 7)
» To take cognitive reframing to the next level by learning how to find exceptions to your
problems (times the problem wasn’t in control)
» To understand the neuroscience behind asking the right questions and visualizing
yourself as successful in combating the effects of your problem(s)
» To see the importance of recognizing wins in your life
» To recognize that your wins are not context dependent, but “you” dependent
Figure 1. Exceptions can be found
anywhere, even in something as
simple as paying a bill on time
rather than letting the problem of
procrastination t.
08creating YOUR GAME PLANNothing will work unle.docxpoulterbarbara
|08|creating
YOUR GAME PLAN
“Nothing will work
unless you do.”
Maya Angelou
YOUR GAME PLAN | 135
Where Have We Been
In the previous chapter, we focused on the importance of cultivating courage as a necessary component in creating a
life that is aligned with your greatest gifts, values, and, of course, engaging in the exploratory process of uncovering
your personal “why.” You were encouraged to discover your “courage compass” and to use it as often as is helpful
and enjoyable, but particularly when fear comes knocking. You were also taught about the astonishing power of your
imagination and its ability to activate your unconscious mind’s internal GPS in helping you to move in the direction of
your desired future. Lastly, you learned how neuroscience relates to visualization, feeling and experiencing yourself
embody real or imagined moments in a sequence of events that aids the brain in believing them.
Where We Are Going
Well, you’ve made it to the end. This final chapter of the re:MIND methodology culminates into a process of
synthesizing all that you have learned in the previous chapters into very personalized “game plan” (Figure 1). We say
personalized because as we lead you through this process of creating a trustworthy game plan that can weather all the
storms of your life, we will focus on proactively anticipating and forecasting any challenges that might arise, so that they
do not derail your progress. You see, you will want to be at-the-ready and prepared when problems surface because, as
you learned in Chapter 7, your life and your legacy are too important to leave in the hands of self-doubt, or problems
like fear, guilt, or anxiety. But first, we’re going to look back on your journey. Without further ado, let’s get started.
Gearing Up
» To review all that you’ve learned in order to prepare you for the final step
» To re-visit the structure of positive self-talk
» To create your personal game plan
» To help you plan against multiple mindset problems
» To prepare you for future mindset problems outside your plan
Figure 1. Your game plan will prepare
you for what is to come.
YOUR GAME PLAN | 136
Remembering Your Journey
Every step of this process has been leading you to this final outcome. The opportunity here lies in combining the
material in a way that makes the most sense for you given the challenges that you currently face, or that you anticipate
facing in the near future. By having a game plan, you will be armed with a coping strategy that is comprehensive,
reliable, and fully committed to your success. Before we dive into the game plan, let’s take a brief journey and review
what you’ve learned as a way of refreshing your mind and preparing you for this final step.
Self-Talk, Self-Doubt, and Your Personal Narrative
When you first started, you may not have had a clear sense as to where this journey was taking you. The process
started with three students tripping over both a l.
1 2Week 4 Evidence and Standards ACC49142020Week .docxpoulterbarbara
1
2
Week 4 Evidence and Standards ACC/491
4/20/20Week 4 Evidence and Standards
Comparison of Audit, Scientific and Legal Evidence Standards.
According to "Investopedia" (2020), generally accepted auditing standards (GAAS) are a set of systematic guidelines used by auditors when conducting audits on companies' financial records. GAAS helps to ensure the accuracy, consistency, and verifiability of auditors' actions and reports. The Auditing Standards Board (ASB) of the American Institute of Certified Public Accountants (AICPA) created GAAS. (para 1).
Scientific evidence is information gathered from scientific research, which takes a lot of time to conduct. But there are a few things that all this research needs to have in common to make it possible for businesses to accept it as "evidence" ("The Conversation," 2020).
Legal evidence is represented by what is lawful to be proven by law to be valid or invalid, true or untrue.
Consideration of Sample Sizes and Methods (random, haphazard, monetary unit sample, judgmental) and how sampling affects evidence.
Evidence gathered should be representative of the population. The chances that the sample taken is not representative of the population is sampling risk, which should be controlled by using proper sample size and appropriate selection. (Arens, Elder, & Beasley, 2014, p. 476)
The selection of a sample is made using the following methods: random, haphazard, monetary unit, and judgmental.
Random sample selection is made by giving all items in a population the same chance of being selected. Sample selection is used when there is no need to emphasize some items in the population. (Arens, Elder, & Beasley, 2014, p. 478)
Haphazard sample selection is made without any distinguishing characteristics such as size or source. (Arens, Elder, & Beasley, 2014, p. 480)
Monetary unit sampling is a statistical method used for testing details of balances. Samples are selected based on the probability proportional to size sample selection. (Arens, Elder, & Beasley, 2014, pp. 566-567)
Judgmental sampling is based on the auditor's decision on which items from the population to review. It's based on auditor's knowledge of the business and industry, as well as their experience in auditing.
Relevance, Reliability and Sufficiency of Evidence.
Our company's control over financial reporting is a process that's designed to assure the reliability of financial reporting and the preparation of financial statements for external purposes under generally accepted accounting principles. Management is responsible for establishing and maintaining internal control over financial reporting (as defined in Rule 13a-15(f) under the Exchange Act). They assess the effectiveness of the internal control over financial reporting based on the criteria that were set forth in the Internal Control-Integrated Framework that was issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework). Managem.
.,Discuss power, authority, and violenceDifferentiate between .docxpoulterbarbara
.,Discuss power, authority, and violence
Differentiate between the different types of governments around the world
A response to the initial question(s) below
Responses to at least two other students' posts
Step 1
Conduct research on the Internet.
Pick three countries from around the world that have different political systems than the United States. Explore their characteristics in terms of power and authority.
Step 2
Write a post answering following questions.
How does the political system work in each of these countries?
Who are the power holders? Are they elected?
Do they have governments?
Answer the questions in paragraphs and please add sociology references to each paragraph.
.
. Why is understanding the fundamentals of persuasion and argume.docxpoulterbarbara
. Why is understanding the fundamentals of persuasion and argumentation necessary in technical writing?
2. In analyzing the audience for a persuasive document, what broader goals is the write hoping to achieve?
3. In planning a persuasive document, what constraints must the writer consider? Please be precise.
4. What are the elements of a persuasive argument? Briefly explain each.
5. A successful persuasive document must avoid logical fallacies, name them.
6. What is persona? What characteristics would help a writer to demonstrate, as well as establish, an attractive persona to his or her audience when preparing a persuasive document?
7. What are the elements of a coherent paragraph?
.
09-15 PRACTICAL EXERCISE PE 4-04-1 TITL.docxpoulterbarbara
09-15
PRACTICAL EXERCISE: PE 4-04-1
TITLE: Project PRT
INTRODUCTION:
Many situations will occur during your tours, which test your ability to solve complex problems.
When we are faced with solving a problem the first and most critical step is identifying the
problem. Often times we try to fix symptoms of the problem instead of the problem itself.
INFORMATION:
Upon graduating the SEA, you report to your new squadron. During your check-in brief with the
Command Master Chief, you discover the collateral duty of Command Fitness Leader (CFL) is
vacant. You have the training and interest in this program and willingly volunteer. Your
Commanding Officer’s welcome aboard interview goes well and he appears very satisfied of
your eagerness to accept duties as CFL. During the interview he mentions the number one
complaint from the crew is their inability to perform PT during the workday. His concern is the
high number of failures among the younger members of the crew during the previous PFA cycle
(13 percent of Sailors fewer than 24 years old failed the run portion and seven percent of the
command failed the body composition portion of the previous cycle’s PFA). The current
command instruction requires personnel to PT after normal working hours. The Captain wants
to make the PT program a part of the workday and asks you to develop a schedule where
everyone will have an opportunity to meet the CNO’s directives (one hour per day/three times
per week).
When you meet the Maintenance Master Chief, you mention the concern of the Captain over the
Command PT program. The Master Chief is aware of the crew’s complaints regarding the
requirement to PT after normal working hours. He doesn’t see the importance of the program
when weighed against the amount of daily mission-essential maintenance required on “his”
aircraft. Three of the six department heads seem satisfied with the current program and do not
see a need for change. You find the CPOs are not happy with the current program (because of
the high failure rate on the previous PFA) and fully support a change. They are unwilling to defy
the Maintenance Master Chief. The Command Master Chief pledges his full support of any
reasonable plan you and the Chiefs develop as long as each department maintains no less than a
supervisor, collateral duty inspector (supervisor can dual hat as CDI), and three workers. Your
plan must have PT for everyone.
ASSIGNMENT- Post your answer on the discussion board:
1. Identify the problem.
2. Write a problem statement.
3. Explain why you believe the problem you identified is the root cause and not a symptom.
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED .
0Running Head NON-VERBAL COMMUNICATIONS 10NON-VERBAL C.docxpoulterbarbara
0
Running Head: NON-VERBAL COMMUNICATIONS 1
0
NON-VERBAL COMMUNICATION
Contributor, N. T. (2019, December 23). Communication skills 3: non-verbal communication. Retrieved from https://www.nursingtimes.net/clinical-archive/assessment-skills/communication-skills-3-non-verbal-communication-15-01-2018/
Non-verbal communication is primarily about body language, but other factors such as the layout or decoration of a room, or someone’s clothing or appearance, can also communicate messages. Non-verbal communication can be a supplemental for verbal communication and can reinforce or substitute a spoken message. The non-verbal communication can be different in each situation and each encounter. It is affected by the patient’s sensitivities, how one is regarded and the situation itself. it is very important to facilitate the positive non-verbal interactions in the health care settings. Body language can be crucial as it aids in communication and also helps to decode and react appropriately to other people’s visual and cues. Also, the cultural differences can affect the non-verbal communication as some non-verbal communication can be considered appropriate in some cultures. Thus, it is required to have some knowledge regarding cultural differences and cultural competence.
Liu, Calvo, A., R., Lim, & Renee. (2016, June 7). Improving Medical Students' Awareness of Their Non-Verbal Communication through Automated Non-Verbal Behavior Feedback. Retrieved from https://www.frontiersin.org/articles/10.3389/fict.2016.00011/full
The non-verbal communication of clinicians has an impact on patients’ satisfaction and health outcomes. Yet medical students are not receiving enough training on the appropriate non-verbal behaviors in clinical consultations. Computer vision techniques have been used for detecting different kinds of non-verbal behaviors, and they can be incorporated in educational systems that help medical students to develop communication skills. We describe EQClinic, a system that combines a tele-health platform with automated non-verbal behavior recognition. The system aims to help medical students improve their communication skills through a combination of human and automatically generated feedback. EQClinic provides fully automated calendaring and video conferencing features for doctors or medical students to interview patients. We describe a pilot (18 dyadic interactions) in which standardized patients (SPs) (i.e., someone acting as a real patient) were interviewed by medical students and provided assessments and comments about their performance. After the interview, computer vision and audio processing algorithms were used to recognize students’ non-verbal behaviors known to influence the quality of a medical consultation: including turn taking, speaking ratio, sound volume, sound pitch, smiling, frowning, head leaning, head tilting, nodding, shaking, face-touch gestures and overall body movements. The results showed that students’ awareness.
... all men are created equal ... they are endowed by their Cre.docxpoulterbarbara
"... all men are created equal ... they are endowed by their Creator with certain unalienable Rights, ... among these are Life, Liberty, and the pursuit of Happiness." – Preamble to the Declaration of Independence (National Archives, 2020)
Imagine that you are Thomas Jefferson during the eventful days of 1776 (the year the Declaration of Independence was signed), when protest and revolt energized the air.
If Thomas Jefferson looked into the future, he might not have realized just how important and revered the Declaration of Independence would become. The Declaration is studied and admired all over the world, and its importance continues to grow.
Read more about the Declaration and its importance in this article
.
For your Discussion Board post complete the following:
Explain why you think the Declaration has become the revered document that it is.
Discuss whether you think the Declaration of Independence is relevant in your life today and why
.
-Extended definition of AI and contextual overview.-Detailed d.docxpoulterbarbara
-Extended definition of AI and contextual overview.
-Detailed discussion of two or three uses of AI – what it can do and reasons why it is likely to be beneficial.
-Analysis of any problems arising from these uses of AI.
Harvard references style
.
1 CDU APA 6th Referencing Style Guide (Febru.docxpoulterbarbara
1
CDU APA 6th
Referencing Style Guide
(February 2019 version)
2
Contents
APA Fundamentals .......................................................................................... 3
Reference List ................................................................................................... 3
Citing in the text ............................................................................................... 5
Paraphrase ................................................................................................... 5
Direct quotes................................................................................................. 5
Secondary source .......................................................................................... 6
Personal communications............................................................................. 6
Examples .......................................................................................................... 7
Book .............................................................................................................. 7
eBook ............................................................................................................ 7
Journal article with doi ................................................................................ 7
Journal article without doi ........................................................................... 7
Web page ...................................................................................................... 7
Books - print and online ................................................................................... 8
Single author ................................................................................................ 8
eBook/electronic book ................................................................................ 11
Journal articles, Conference papers and Newspaper articles ........................ 13
Multimedia ..................................................................................................... 16
YouTube or Streaming video ..................................................................... 16
Online images ................................................................................................. 17
Web sources and online documents ................................................................ 20
Web page .................................................................................................... 20
Document from a website ........................................................................... 21
Legislation and cases ...................................................................................... 23
Common abbreviations .................................................................................. 24
Appendix 1: How to write an APA reference when information is missing .. 25
Appendix 2: Author layout.
1 How to Overcome Public Perception Issues on Potable R.docxpoulterbarbara
1
How to Overcome Public Perception Issues on Potable Reuse Projects
Michael R. Markus, P.E., Orange County Water District, Fountain Valley, CA
Eleanor Torres, Orange County Water District, Fountain Valley, CA
Abstract
The purpose of this paper is to provide an overview of how the Orange County Water District
(the District; OCWD) was able to insulate itself from public opposition to its potable reuse
project, the Groundwater Replenishment System (GWRS).
To understand what challenges the District would be facing it is important to first understand
what was happening with other projects that were being developed at the same time in
Southern California. Second, it is important to understand the process by which the outreach
program was developed and how it was executed. That program was ongoing and changed
with the project to help anticipate and react to various issues that developed. Finally, it will be
shown how important it is to continue the outreach efforts and outline the various steps the
District has taken to educate people on the benefits of reuse.
Introduction
The Orange County Water District manages a very large groundwater basin (basin) in central
and north Orange County in the state of California, U.S.A. It was created by the State
Legislature in 1933 for that purpose and is governed by a 10-member Board of Directors that
sets policy, establishes the amount of pumping out of the basin and sets tariffs. The District
currently has set the amount of groundwater that can be pumped out of the basin at 77% of the
total water demands for its 19 retail agencies which serve 2.5 million people. The remaining
23% of its water supply is dependent on water that is imported into the region.
The Southern California region has a semi-arid climate, which receives approximately 355 mm
of rainfall per year. Most of its water is imported from two primary outside sources, the
Colorado River and the Sacramento-San Joaquin Delta (the Delta) in Northern California. The
Metropolitan Water District of Southern California (MWD) built a 320 km aqueduct in the
1930’s bringing water from the Colorado River into Southern California and then participated in
the building of a 640 km aqueduct in the 1960’s from Northern California to bring water from
the Delta to Southern California. These supplies are enough to meet the water demands in
most years, but they are variable and the amount of water through these systems is dependent
on hydrology and certainly in the future, climate change.
Groundwater basins provide an important source of supplemental supply to the imported water
provided by MWD. A sustainably managed basin can provide a reliable source of low-cost
water, with groundwater costing half as much as imported water. The Orange County Water
District relies on rainfall, stormwater capture, Santa Ana River flows, untreated imported water
and recycled water for refilling its basin. This amount of water.
. Thoroughly complete each part of the prewriting process.. .docxpoulterbarbara
. Thoroughly complete each part of the prewriting process.
. Create a strong thesis statement.
. Analyze quotations and supporting evidence.
Remember that the purpose of researched information is to prove your own point--not to make that point for
Include strong supporting evidence, if required.
Once you've done some research, you'll probablAll essays must have a main ide
) Is my name clearly on the assignment EXACTLY the way it is documented in StraighterLine’s system? (E.g., if your middle initial is in the system, is it on your paper?)
2.) If applicable, have I used one of the required topics for the paper?
3.) Am I uploading the correct assignment?
4.) Have I met the minimum word requirement?
5.) Have I submitted
my own work
? Plagiarized essays WILL BE FLAGGED and you will need to resubmit a revised version.
6.) Have I used both in-text
and
bibliographic citations as appropriate?
7.) Have I saved my paper in a format Turn It In can open?
8.) Have I removed any previous comments I got from tutors?
DRAF1): Descriptive Paragraph (Optional)
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DRAFT: Compare/Contrast
(Optional)
(5)
FINAL: Compare/Contrast (Required
(6)
DRAFT: Personal Narrative (Optional)
(7)
FINAL: Personal Narrative (Required)
0
D(8)RAFT: Persuasive (Optional
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FINAL: Persuasive (Required)
12/13/18, 1:051
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.
. Research Paper Give a behaviorists response to the charge t.docxpoulterbarbara
. Research Paper
Give a behaviorist's response to the charge that:
a. Behavior therapists ignore the past.
b. Behavior therapy is coercive.
c. Rewarding behavior causes children to refuse to do anything unless a reward follows.
d. If one child is reinforced, another child might increase his negative behavior to get a reward.
Address each one of these charges separately, and give research evidence to support your statements and arguments. the doc must have 5 minimum page length.
.
-QuestionsDiscuss how Adam vision was formedHow did he deve.docxpoulterbarbara
-Questions:
Discuss how Adam vision was formed
How did he develop compassion for the outsider and marginalized?
Is compassion inborn or learned?
How does humor fit into health care delivery?
Why aren’t there more people like Adams?
Explain how Sr Adams fits into either an opt group or in group
Format:
3-5 pages
times new roman 12
1 inch margins
double spaced
.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
S COMPANIES AROUND THE WORLD transform themselves for c.docx
1. S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the
intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
2. thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR |
January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
3. rt
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e
g
an
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Using the Balanced Scorecard as a Strategic Management
System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
4. traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers using the balanced score-
card do not have to rely on short-term
fi nancial measures as the sole indica-
tors of the company’s performance. The
scorecard lets them introduce four new
5. management processes that, separately
and in combination, contribute to link-
ing long-term strategic objectives with
short-term actions. (See the exhibit
“Managing Strategy: Four Processes.”)
The fi rst new process – translating the
vision – helps managers build a consen-
sus around the organization’s vision and
strategy. Despite the best intentions of
those at the top, lofty statements about
becoming “best in class,” “the number
one supplier,” or an “empowered or-
ganization” don’t translate easily into
operational terms that provide useful
guides to action at the local level. For
people to act on the words in vision and
strategy statements, those statements
must be expressed as an integrated
6. set of objectives and measures, agreed
upon by all senior executives, that de-
scribe the long-term drivers of success.
The second process – communicating
and linking – lets managers communi-
cate their strategy up and down the or-
ganization and link it to departmental
and individual objectives. Traditionally,
departments are evaluated by their fi -
nancial performance, and individual in-
centives are tied to short-term fi nancial
goals. The scorecard gives managers a
way of ensuring that all levels of the
organization understand the long-term
strategy and that both departmental
and individual objectives are aligned
with it.
The third process – business planning –
7. enables companies to integrate their
business and fi nancial plans. Almost all
organizations today are implementing
a variety of change programs, each with
its own champions, gurus, and consul-
tants, and each competing for senior
executives’ time, energy, and resources.
Managers fi nd it diffi cult to integrate
those diverse initiatives to achieve their
strategic goals – a situation that leads
to frequent disappointments with the
programs’ results. But when manag-
ers use the ambitious goals set for bal-
anced scorecard measures as the basis
for allocating resources and setting
priorities, they can undertake and coor-
dinate only those initiatives that move
them toward their long-term strategic
8. objectives.
The fourth process – feedback and
learning – gives companies the capac-
ity for what we call strategic learning.
Existing feedback and review processes
focus on whether the company, its de-
partments, or its individual employ-
ees have met their budgeted fi nancial
goals. With the balanced scorecard at
the center of its management systems,
a company can monitor short-term re-
sults from the three additional perspec-
tives – customers, internal business pro-
cesses, and learning and growth – and
evaluate strategy in the light of recent
performance. The scorecard thus en-
ables companies to modify strategies
to refl ect real-time learning.
9. None of the more than 100 organi-
zations that we have studied or with
which we have worked implemented
their fi rst balanced scorecard with the
intention of developing a new strate-
gic management system. But in each
one, the senior executives discovered
that the scorecard supplied a frame-
work and thus a focus for many critical
management processes: departmental
and individual goal setting, business
planning, capital allocations, strategic
initiatives, and feedback and learn-
ing. Previously, those processes were
uncoordinated and often directed at
short-term operational goals. By build-
ing the scorecard, the senior executives
started a process of change that has
10. gone well beyond the original idea of
simply broadening the company’s per-
formance measures.
For example, one insurance com-
pany – let’s call it National Insurance –
developed its fi rst balanced scorecard
to create a new vision for itself as an
underwriting specialist. But once Na-
tional started to use it, the scorecard al-
lowed the CEO and the senior manage-
ment team not only to introduce a new
strategy for the organization but also
to overhaul the company’s manage-
ment system. The CEO subsequently
told employees in a letter addressed to
the whole organization that National
would thenceforth use the balanced
scorecard and the philosophy that it
11. represented to manage the business.
National built its new strategic man-
agement system step-by-step over 30
Robert S. Kaplan is the Marvin Bower
Professor of Leadership Development at
Harvard Business School, in Boston, and
the chairman and a cofounder of Balanced
Scorecard Collaborative, in Lincoln, Mas-
sachusetts. David P. Norton is the CEO
and a cofounder of Balanced Scorecard Col-
laborative. They are the coauthors of four
books about the balanced scorecard, the
most recent of which is Alignment: Using
the Balanced Scorecard to Create Corporate
Synergies (Harvard Business School Pub-
lishing, 2006).
Lofty vision and strategy
statements don’t translate
easily into action at the
local level.
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hbr.org | July–August 2007 | Harvard Business Review 153
months, with each step representing
an incremental improvement. (See the
exhibit “How One Company Built a
Strategic Management System…”) The
iterative sequence of actions enabled
the company to reconsider each of the
four new management processes two
or three times before the system stabi-
lized and became an established part of
National’s overall management system.
Thus the CEO was able to transform
the company so that everyone could
focus on achieving long-term strategic
objectives – something that no purely
13. fi nancial framework could do.
Translating the Vision
The CEO of an engineering construc-
tion company, after working with his
senior management team for several
months to develop a mission statement,
got a phone call from a project man-
ager in the fi eld. “I want you to know,”
the distraught manager said, “that I be-
lieve in the mission statement. I want
to act in accordance with the mission
statement. I’m here with my customer.
What am I supposed to do?”
The mission statement, like those
of many other organizations, had de-
clared an intention to “use high-quality
employees to provide services that sur-
pass customers’ needs.” But the project
manager in the fi eld with his employ-
14. ees and his customer did not know
how to translate those words into the
appropriate actions. The phone call
convinced the CEO that a large gap
existed between the mission statement
and employees’ knowledge of how their
day-to-day actions could contribute to
realizing the company’s vision.
Metro Bank (not its real name), the
result of a merger of two competitors,
encountered a similar gap while build-
ing its balanced scorecard. The senior
executive group thought it had reached
agreement on the new organization’s
overall strategy: “to provide superior
service to targeted customers.” Re-
search had revealed fi ve basic market
segments among existing and potential
15. customers, each with different needs.
While formulating the measures for the
customer-perspective portion of their
balanced scorecard, however, it became
apparent that although the 25 senior
executives agreed on the words of the
strategy, each one had a different defi -
nition of superior service and a different
image of the targeted customers.
The exercise of developing opera-
tional measures for the four perspec-
tives on the bank’s scorecard forced the
25 executives to clarify the meaning of
the strategy statement. Ultimately, they
agreed to stimulate revenue growth
through new products and services and
also agreed on the three most desirable
customer segments. They developed
16. scorecard measures for the specific
products and services that should be
delivered to customers in the targeted
segments as well as for the relationship
the bank should build with customers
Translating Vision and Strategy: Four Perspectives
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154 Harvard Business Review | July–August 2007 | hbr.org
in each segment. The scorecard also
highlighted gaps in employees’ skills
and in information systems that the
bank would have to close in order to
deliver the selected value propositions
to the targeted customers. Thus, cre-
17. ating a balanced scorecard forced the
bank’s senior managers to arrive at a
consensus and then to translate their vi-
sion into terms that had meaning to the
people who would realize the vision.
Communicating and Linking
“The top ten people in the business now
understand the strategy better than
ever before. It’s too bad,” a senior execu-
tive of a major oil company complained,
“that we can’t put this in a bottle so that
everyone could share it.” With the bal-
anced scorecard, he can.
One company we have worked with
deliberately involved three layers of
management in the creation of its bal-
anced scorecard. The senior executive
group formulated the fi nancial and
customer objectives. It then mobilized
18. the talent and information in the next
two levels of managers by having them
formulate the internal-business-process
and learning-and-growth objectives
that would drive the achievement of
the fi nancial and customer goals. For
example, knowing the importance of
satisfying customers’ expectations of
on-time delivery, the broader group
identified several internal business
processes – such as order processing,
scheduling, and fulfi llment – in which
the company had to excel. To do so, the
company would have to retrain front-
line employees and improve the infor-
mation systems available to them. The
group developed performance mea-
sures for those critical processes and for
19. staff and systems capabilities.
Broad participation in creating a
scorecard takes longer, but it offers
several advantages: Information from
a larger number of managers is incor-
porated into the internal objectives;
the managers gain a better understand-
ing of the company’s long-term stra-
tegic goals; and such broad participa-
tion builds a stronger commitment to
achieving those goals. But getting man-
agers to buy into the scorecard is only
a fi rst step in linking individual actions
to corporate goals.
The balanced scorecard signals to
everyone what the organization is try-
ing to achieve for shareholders and cus-
tomers alike. But to align employees’ in-
20. dividual performances with the overall
strategy, scorecard users generally en-
gage in three activities: communicating
and educating, setting goals, and link-
ing rewards to performance measures.
Communicating and educating.
Implementing a strategy begins with
educating those who have to execute
it. Whereas some organizations opt to
hold their strategy close to the vest,
most believe that they should dissem-
inate it from top to bottom. A broad-
based communication program shares
with all employees the strategy and the
critical objectives they have to meet
if the strategy is to succeed. Onetime
events such as the distribution of bro-
chures or newsletters and the holding
21. of “town meetings” might kick off the
program. Some organizations post bul-
letin boards that illustrate and explain
the balanced scorecard measures, then
update them with monthly results. Oth-
ers use groupware and electronic bul-
letin boards to distribute the scorecard
to the desktops of all employees and
to encourage dialogue about the mea-
sures. The same media allow employees
to make suggestions for achieving or ex-
ceeding the targets.
The balanced scorecard, as the em-
bodiment of business unit strategy,
should also be communicated upward
in the organization – to corporate head-
quarters and to the corporate board of
directors. With the scorecard, business
22. units can quantify and communicate
their long-term strategies to senior
executives using a comprehensive set
of linked fi nancial and nonfi nancial
measures. Such communication in-
forms the executives and the board in
specifi c terms that long-term strategies
designed for competitive success are in
place. The measures also provide the
basis for feedback and accountabil-
ity. Meeting short-term fi nancial tar-
gets should not constitute satisfactory
performance when other measures
indicate that the long-term strategy is
either not working or not being imple-
mented well.
Should the balanced scorecard be
communicated beyond the boardroom
23. to external shareholders? We believe
that as senior executives gain confi -
dence in the ability of the scorecard
measures to monitor strategic perfor-
mance and predict future fi nancial per-
formance, they will fi nd ways to inform
outside investors about those measures
without disclosing competitively sensi-
tive information.
Skandia, an insurance and fi nancial
services company based in Sweden, is-
sues a supplement to its annual report
called “The Business Navigator” – “an
instrument to help us navigate into the
future and thereby stimulate renewal
and development.” The supplement de-
scribes Skandia’s strategy and the strate-
gic measures the company uses to com-
24. municate and evaluate the strategy. It
also provides a report on the company’s
performance along those measures dur-
ing the year. The measures are custom-
ized for each operating unit and include,
for example, market share, customer
satisfaction and retention, employee
competence, employee empowerment,
and technology deployment.
Communicating the balanced score-
card promotes commitment and ac-
countability to the business’s long-term
strategy. As one executive at Metro
Bank declared, “The balanced scorecard
is both motivating and obligating.”
The personal scorecard
helps to communicate
corporate and unit
objectives to the people and
teams performing the work.
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hbr.org | July–August 2007 | Harvard Business Review 155
Setting goals. Mere awareness of cor-
porate goals, however, is not enough to
change many people’s behavior. Some-
how, the organization’s high-level stra-
tegic objectives and measures must be
translated into objectives and measures
for operating units and individuals.
The exploration group of a large oil
company developed a technique to en-
able and encourage individuals to set
goals for themselves that were consis-
tent with the organization’s. It created
a small, fold-up, personal scorecard that
people could carry in their shirt pock-
ets or wallets. (See the exhibit “The
26. Personal Scorecard.”) The scorecard
contains three levels of information.
The fi rst describes corporate objectives,
measures, and targets. The second
leaves room for translating corporate
targets into targets for each business
unit. For the third level, the company
asks both individuals and teams to ar-
ticulate which of their own objectives
would be consistent with the business
unit and corporate objectives, as well
as what initiatives they would take to
achieve their objectives. It also asks
them to defi ne up to fi ve performance
measures for their objectives and to set
targets for each measure. The personal
scorecard helps to communicate corpo-
rate and business unit objectives to the
27. people and teams performing the work,
enabling them to translate the objec-
tives into meaningful tasks and targets
for themselves. It also lets them keep
that information close at hand – in
their pockets.
Linking rewards to performance
measures. Should compensation sys-
tems be linked to balanced scorecard
measures? Some companies, believing
that tying fi nancial compensation to
performance is a powerful lever, have
moved quickly to establish such a link-
age. For example, an oil company that
we’ll call Pioneer Petroleum uses its
scorecard as the sole basis for comput-
ing incentive compensation. The com-
pany ties 60% of its executives’ bonuses
to their achievement of ambitious
28. targets for a weighted average of four
fi nancial indicators: return on capital,
profi tability, cash fl ow, and operating
cost. It bases the remaining 40% on in-
dicators of customer satisfaction, dealer
satisfaction, employee satisfaction, and
environmental responsibility (such
as a percentage change in the level of
emissions to water and air). Pioneer’s
CEO says that linking compensation to
the scorecard has helped to align the
company with its strategy. “I know of
no competitor,” he says, “who has this
degree of alignment. It is producing re-
sults for us.”
As attractive and as powerful as such
linkage is, it nonetheless carries risks.
For instance, does the company have
29. the right measures on the scorecard?
Does it have valid and reliable data
for the selected measures? Could un-
intended or unexpected consequences
arise from the way the targets for the
measures are achieved? Those are ques-
tions that companies should ask.
Furthermore, companies tradition-
ally handle multiple objectives in a
compensation formula by assigning
weights to each objective and calculat-
ing incentive compensation by the ex-
tent to which each weighted objective
was achieved. This practice permits sub-
stantial incentive compensation to be
paid if the business unit overachieves
on a few objectives even if it falls far
short on others. A better approach
30. would be to establish minimum thresh-
old levels for a critical subset of the
strategic measures. Individuals would
earn no incentive compensation if per-
formance in a given period fell short of
any threshold. This requirement should
motivate people to achieve a more bal-
anced performance across short- and
long-term objectives.
Some organizations, however, have
reduced their emphasis on short-term,
formula-based incentive systems as
a result of introducing the balanced
scorecard. They have discovered that
dialogue among executives and man-
agers about the scorecard – both the
formulation of the measures and ob-
jectives and the explanation of actual
31. versus targeted results – provides a
Managing Strategy: Four Processes
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better opportunity to observe man-
agers’ performance and abilities. In-
creased knowledge of their managers’
abilities makes it easier for executives
to set incentive rewards subjectively
and to defend those subjective evalu-
ations – a process that is less suscepti-
ble to the game playing and distor tions
associated with explicit, formula-based
rules.
One company we have studied takes
32. an intermediate position. It bases bo-
nuses for business unit managers on two
equally weighted criteria: their achieve-
ment of a financial objective – eco-
nomic value added – over a three-year
period and a subjective assessment of
their performance on measures drawn
from the customer, internal-business-
process, and learning-and-growth per-
spectives of the balanced scorecard.
That the balanced scorecard has a
role to play in the determination of in-
centive compensation is not in doubt.
Precisely what that role should be will
become clearer as more companies ex-
periment with linking rewards to score-
card measures.
Business Planning
33. “Where the rubber meets the sky”: That’s
how one senior executive describes his
company’s long-range-planning pro-
cess. He might have said the same of
many other companies because their
fi nancially based management systems
fail to link change programs and re-
source allocation to long-term strategic
priorities.
The problem is that most organiza-
tions have separate procedures and
organizational units for strategic plan-
ning and for resource allocation and
budgeting. To formulate their strategic
plans, senior executives go off-site an-
nually and engage for several days in
active discussions facilitated by senior
planning and development managers
34. or external consultants. The outcome
of this exercise is a strategic plan articu-
lating where the company expects (or
hopes or prays) to be in three, fi ve, and
ten years. Typically, such plans then sit
on executives’ bookshelves for the next
12 months.
Meanwhile, a separate resource-
allocation and budgeting process run
by the fi nance staff sets fi nancial tar-
gets for revenues, expenses, profi ts, and
investments for the next fi scal year. The
budget it produces consists almost en-
tirely of fi nancial numbers that gener-
ally bear little relation to the targets in
the strategic plan.
Which document do corporate man-
agers discuss in their monthly and quar-
35. terly meetings during the following
year? Usually only the budget, because
the periodic reviews focus on a compar-
ison of actual and budgeted results for
every line item. When is the strategic
plan next discussed? Probably during
the next annual off-site meeting, when
the senior managers draw up a new set
of three-, fi ve-, and ten-year plans.
How One Company Built a Strategic Management System...
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hbr.org | July–August 2007 | Harvard Business Review 157
The very exercise of creating a bal-
anced scorecard forces companies to
integrate their strategic planning and
budgeting processes and therefore
36. helps to ensure that their budgets sup-
port their strategies. Scorecard users se-
lect measures of progress from all four
scorecard perspectives and set targets
for each of them. Then they determine
which actions will drive them toward
their targets, identify the measures they
will apply to those drivers from the four
perspectives, and establish the short-
term milestones that will mark their
progress along the strategic paths they
have selected. Building a scorecard thus
enables a company to link its fi nancial
budgets with its strategic goals.
For example, one division of the Style
Company (not its real name) commit-
ted to achieving a seemingly impossible
goal articulated by the CEO: to double
37. revenues in fi ve years. The forecasts
built into the organization’s existing
strategic plan fell $1 billion short of
this objective. The division’s manag-
ers, after considering various scenarios,
agreed to specifi c increases in fi ve dif-
ferent performance drivers: the num-
ber of new stores opened, the number
of new customers attracted into new
and existing stores, the percentage of
shoppers in each store converted into
actual purchasers, the portion of exist-
ing customers retained, and average
sales per customer.
By helping to defi ne the key drivers of
revenue growth and by committing to
targets for each of them, the division’s
managers eventually grew comfortable
38. with the CEO’s ambitious goal.
The process of building a balanced
scorecard – clarifying the strategic ob-
jectives and then identifying the few
critical drivers – also creates a frame-
work for managing an organization’s
various change programs. These ini-
tiatives – reengineering, employee em-
powerment, time-based management,
and total quality management, among
others – promise to deliver results but
also compete with one another for
scarce resources, including the scarcest
resource of all: senior managers’ time
and attention.
Shortly after the merger that created
it, Metro Bank, for example, launched
more than 70 different initiatives. The
39. initiatives were intended to produce
a more competitive and successful in-
stitution, but they were inadequately
integrated into the overall strategy. Af-
ter building their balanced scorecard,
Metro Bank’s managers dropped many
of those programs – such as a market-
ing effort directed at individuals with
Building a scorecard enables
a company to link its
fi nancial budgets with its
strategic goals.
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very high net worth – and consolidated
others into initiatives that were better
40. aligned with the company’s strategic
objectives. For example, the managers
replaced a program aimed at enhanc-
ing existing low-level selling skills with
a major initiative aimed at retraining
salespersons to become trusted fi nan-
cial advisers, capable of selling a broad
range of newly introduced products to
the three selected customer segments.
The bank made both changes because
the scorecard enabled it to gain a better
understanding of the programs required
to achieve its strategic objectives.
Once the strategy is defi ned and the
drivers are identifi ed, the scorecard
inf luences managers to concentrate
on improving or reengineering those
processes most critical to the organiza-