This paper was presented at the national IIA Conference (SOPAC) in Brisbane in March 2013 - it talks to the issue of Internal Audit's role in Auditing business strategy.
The document discusses the four main functions of management: planning, organizing, leading, and controlling. It then provides details on each function. Planning involves determining goals and strategies. Organizing is creating an organizational structure. Leading is influencing and motivating others. Controlling monitors performance and makes corrections. The strategic planning process also involves five steps: developing a vision and objectives, analyzing internal and external factors, identifying strategies, implementing strategies, and evaluating performance.
كتاب التخطيط الاستراتيجي بإستخدام بطاقات الإداءalganimy
The document discusses strategic planning using Balanced Scorecard techniques. It aims to help organizations translate strategies into measurable action plans and balanced performance measurements. The Balanced Scorecard links strategic objectives, initiatives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Organizations can use it to implement strategies, strengthen employee alignment with goals, and ensure goals support the overall mission and vision.
This document summarizes a strategy huddle discussing how to drive strategy execution by overcoming resistance to change, clarifying planning processes, communicating responsibility, and incorporating risk management into strategic planning by identifying risks and monitoring key risk indicators. The huddle covered best practices leaders can use to drive strategy and questions from participants.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
This document provides an overview of performance management. It begins with an agenda that includes objectives and introductions, why performance management is important, the performance management framework, the process, tools and resources, getting started, and next steps. It then discusses setting clear objectives and goals, identifying key result areas, agreeing on key performance indicators with supervisors, and setting targets. The benefits of performance management for both individuals and organizations are described. A three-phase performance management cycle of plan, focus, and review is outlined. Tools and resources to support the process are listed, along with tips for getting started and overcoming challenges. The presentation emphasizes linking individual and corporate goals to drive high performance results.
This document compares projects, programs, and portfolios. It outlines that projects have a reduced and specific scope, while programs have a broader scope and may experience more changes. Portfolios follow a corporation's strategy. Project managers focus on time, scope and cost, while program managers measure success through ROI, new functionalities and benefit realization. Portfolio managers measure aggregate performance. Leadership styles also differ, with project managers focusing on execution, program managers on relationships, and portfolio managers on adding value.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
The document discusses the four main functions of management: planning, organizing, leading, and controlling. It then provides details on each function. Planning involves determining goals and strategies. Organizing is creating an organizational structure. Leading is influencing and motivating others. Controlling monitors performance and makes corrections. The strategic planning process also involves five steps: developing a vision and objectives, analyzing internal and external factors, identifying strategies, implementing strategies, and evaluating performance.
كتاب التخطيط الاستراتيجي بإستخدام بطاقات الإداءalganimy
The document discusses strategic planning using Balanced Scorecard techniques. It aims to help organizations translate strategies into measurable action plans and balanced performance measurements. The Balanced Scorecard links strategic objectives, initiatives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Organizations can use it to implement strategies, strengthen employee alignment with goals, and ensure goals support the overall mission and vision.
This document summarizes a strategy huddle discussing how to drive strategy execution by overcoming resistance to change, clarifying planning processes, communicating responsibility, and incorporating risk management into strategic planning by identifying risks and monitoring key risk indicators. The huddle covered best practices leaders can use to drive strategy and questions from participants.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
This document provides an overview of performance management. It begins with an agenda that includes objectives and introductions, why performance management is important, the performance management framework, the process, tools and resources, getting started, and next steps. It then discusses setting clear objectives and goals, identifying key result areas, agreeing on key performance indicators with supervisors, and setting targets. The benefits of performance management for both individuals and organizations are described. A three-phase performance management cycle of plan, focus, and review is outlined. Tools and resources to support the process are listed, along with tips for getting started and overcoming challenges. The presentation emphasizes linking individual and corporate goals to drive high performance results.
This document compares projects, programs, and portfolios. It outlines that projects have a reduced and specific scope, while programs have a broader scope and may experience more changes. Portfolios follow a corporation's strategy. Project managers focus on time, scope and cost, while program managers measure success through ROI, new functionalities and benefit realization. Portfolio managers measure aggregate performance. Leadership styles also differ, with project managers focusing on execution, program managers on relationships, and portfolio managers on adding value.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Planning and Budgeting in Vietnam: Top challenges and solutionsTrang Nguyen
This presentation slide is used for the "Planning and Budgeting in Vietnam: Top challenges and solutions" seminar on August 9, 2012.
This seminar is organized by TRG International and PwC Vietnam.
The slide is shared through TRG International Blog. If you are really interested in this topic, I recommend you download the full slide at http://blog.trginternational.com/seminar-slides-download-planning-budgeting-in-vietnam/.
Mega Project Management In The Oil & Gas IndustryStephen_Forster
The document discusses challenges with managing mega-projects in the oil and gas industry. It describes a mega-project as having many participants that must coordinate complex activities. The top 5 challenges with mega-projects are identified as document control, performance reporting, change management, risk management, and system turnover. Best practices for resolving the challenges include using integrated software for scheduling, document management, risk analysis, and performance reporting to improve collaboration and project outcomes. The presentation concludes with a case study on a mega-project by Motiva and lessons learned on implementing best practices.
Portfolio optimization is one of the core processes of portfolio management. In order for organizations to drive greater value from their portfolio management processes, they must learn how to optimize their project portfolio. To optimize means to “make the best or most effective use of a situation, opportunity, or resource (Dictionary.com).” Optimizing a project portfolio is to construct an optimal portfolio given current limitations and constraints. An “optimal” portfolio for your organization will depend upon the goals of your portfolio. Not every organization will optimize their portfolio in the same way, but there are four basic types of portfolio optimization:
1) Cost-Value Optimization: this is the most popular type of portfolio optimization and utilizes efficient frontier analysis. The basic constraint of cost-value optimization is the portfolio budget.
2) Resource Optimization: this is another popular way of optimizing the portfolio, and utilizes capacity management analysis. The basic constraint of resource optimization is human resource availability.
3) Work Type Optimization: this is a lesser known way of optimizing the portfolio, but corresponds to a more common term, portfolio balancing. The basic constraints of work-type optimization are categorical designations.
4) Schedule Optimization: this type of optimization is associated with project sequencing, which relates to project interdependencies. The basic constraints of schedule optimization are project timing and project dependencies.
A workshop for a staff or school management to use the Mission / Philosophy Statements from the school to analyse and define the marketing and branding of the school.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
This document outlines the purpose and importance of implementing basic project management techniques for ATW projects at CREC. The key points are:
1) Implementing project management will increase understanding of the techniques, help manage ATW projects more effectively, increase credibility, and reduce stress.
2) Projects currently have a low success rate of 30-35%, and CREC's future depends on successful execution of ATW projects.
3) Project management provides a framework to help define projects, plan tasks and resources, execute plans, control costs and schedules, and close out projects. This can help improve the success rate of ATW projects.
The 7 Deadly Sins Of Project Portfolio ManagementJie Wang
This document discusses the seven deadly sins of poor project portfolio management (PPM) implementation. It begins by defining PPM and describing its benefits, such as linking projects to strategy and balancing project risk. It then outlines seven common sins that can undermine a PPM implementation: pride, envy, gluttony, lust, anger, greed, and sloth. For each sin, it provides an example of how that mindset or behavior can negatively impact PPM. The document stresses that successful PPM requires balancing people, processes and technology, and avoiding actions like resisting change or trying to implement everything at once.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
The document discusses innovation management and Oracle's solutions. It describes innovation management as selecting and translating the best ideas into profitable customer offerings. Oracle's innovation management connects information and processes across idea generation, portfolio optimization, proposal development, and requirement definition to close the loop between strategy and execution. The benefits are outlined as increasing ROI on R&D, building a stronger pipeline of ideas, better satisfying customer needs, and aligning product portfolios with corporate strategy to drive profitable growth.
This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
Spinnaker Consulting Group provides project initiation and setup services for SAP implementations to help clients manage risks. They assist with creating a project charter, scope, roadmap, and governance structure. This includes defining roles, processes, tools for project management and stakeholder communication. Spinnaker also helps with partner selection, software evaluation, and ensuring business readiness through testing, training, and transition support. Their goal is to set clients up for a smooth project cycle and successful launch of their new SAP system.
The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
Most successful agencies utilize a business plan to drive their business activities during the year. And while 86% of high-growth agencies update their business plan every year, only 59% of average agencies do. Annual budgeting
is the lynchpin of any successful business plan and most agencies build out their budget year-after-year, but surprisingly, many do not. This issue of the MarshBerry Letter will examine the importance of incorporating an
annual budget into your business plan and the value of integrating a budget validation model.
This document discusses the importance of incorporating an annual budget into a business plan using a validated budget model. It notes that while most successful agencies update their business plan yearly, only 59% of average agencies do. The traditional approach of simply adding 10% to the previous year's revenue is inaccurate. Instead, a validated budget model requires collaboration between leaders to balance organic revenue growth expectations with past production results to set achievable goals. This allows accurately predicting revenue over two to three years by considering retention rates and historical new business performance by producer. The validated budget model helps understand capabilities and growth drivers while identifying changes to achieve sustainable growth.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
1. Most organizations struggle with strategy execution, not strategy development. Only about 1 in 10 organizations successfully execute their strategies.
2. The balanced scorecard is presented as a tool that can help organizations overcome strategy execution challenges by linking strategy to budgets, making strategy a continual process, and creating "strategy-focused organizations."
3. Organizations that have implemented the balanced scorecard approach have achieved breakthrough results such as significant increases in profitability, market capitalization, stock price, customer satisfaction, and cost reduction.
Planning and Budgeting in Vietnam: Top challenges and solutionsTrang Nguyen
This presentation slide is used for the "Planning and Budgeting in Vietnam: Top challenges and solutions" seminar on August 9, 2012.
This seminar is organized by TRG International and PwC Vietnam.
The slide is shared through TRG International Blog. If you are really interested in this topic, I recommend you download the full slide at http://blog.trginternational.com/seminar-slides-download-planning-budgeting-in-vietnam/.
Mega Project Management In The Oil & Gas IndustryStephen_Forster
The document discusses challenges with managing mega-projects in the oil and gas industry. It describes a mega-project as having many participants that must coordinate complex activities. The top 5 challenges with mega-projects are identified as document control, performance reporting, change management, risk management, and system turnover. Best practices for resolving the challenges include using integrated software for scheduling, document management, risk analysis, and performance reporting to improve collaboration and project outcomes. The presentation concludes with a case study on a mega-project by Motiva and lessons learned on implementing best practices.
Portfolio optimization is one of the core processes of portfolio management. In order for organizations to drive greater value from their portfolio management processes, they must learn how to optimize their project portfolio. To optimize means to “make the best or most effective use of a situation, opportunity, or resource (Dictionary.com).” Optimizing a project portfolio is to construct an optimal portfolio given current limitations and constraints. An “optimal” portfolio for your organization will depend upon the goals of your portfolio. Not every organization will optimize their portfolio in the same way, but there are four basic types of portfolio optimization:
1) Cost-Value Optimization: this is the most popular type of portfolio optimization and utilizes efficient frontier analysis. The basic constraint of cost-value optimization is the portfolio budget.
2) Resource Optimization: this is another popular way of optimizing the portfolio, and utilizes capacity management analysis. The basic constraint of resource optimization is human resource availability.
3) Work Type Optimization: this is a lesser known way of optimizing the portfolio, but corresponds to a more common term, portfolio balancing. The basic constraints of work-type optimization are categorical designations.
4) Schedule Optimization: this type of optimization is associated with project sequencing, which relates to project interdependencies. The basic constraints of schedule optimization are project timing and project dependencies.
A workshop for a staff or school management to use the Mission / Philosophy Statements from the school to analyse and define the marketing and branding of the school.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
This document outlines the purpose and importance of implementing basic project management techniques for ATW projects at CREC. The key points are:
1) Implementing project management will increase understanding of the techniques, help manage ATW projects more effectively, increase credibility, and reduce stress.
2) Projects currently have a low success rate of 30-35%, and CREC's future depends on successful execution of ATW projects.
3) Project management provides a framework to help define projects, plan tasks and resources, execute plans, control costs and schedules, and close out projects. This can help improve the success rate of ATW projects.
The 7 Deadly Sins Of Project Portfolio ManagementJie Wang
This document discusses the seven deadly sins of poor project portfolio management (PPM) implementation. It begins by defining PPM and describing its benefits, such as linking projects to strategy and balancing project risk. It then outlines seven common sins that can undermine a PPM implementation: pride, envy, gluttony, lust, anger, greed, and sloth. For each sin, it provides an example of how that mindset or behavior can negatively impact PPM. The document stresses that successful PPM requires balancing people, processes and technology, and avoiding actions like resisting change or trying to implement everything at once.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
The document discusses innovation management and Oracle's solutions. It describes innovation management as selecting and translating the best ideas into profitable customer offerings. Oracle's innovation management connects information and processes across idea generation, portfolio optimization, proposal development, and requirement definition to close the loop between strategy and execution. The benefits are outlined as increasing ROI on R&D, building a stronger pipeline of ideas, better satisfying customer needs, and aligning product portfolios with corporate strategy to drive profitable growth.
This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
Spinnaker Consulting Group provides project initiation and setup services for SAP implementations to help clients manage risks. They assist with creating a project charter, scope, roadmap, and governance structure. This includes defining roles, processes, tools for project management and stakeholder communication. Spinnaker also helps with partner selection, software evaluation, and ensuring business readiness through testing, training, and transition support. Their goal is to set clients up for a smooth project cycle and successful launch of their new SAP system.
The document describes a change management academy that offers various training programmes focused on topics like leading change, project management, organizational effectiveness, and an accelerating implementation methodology. It provides details on the target groups, approaches, topics, objectives, and schedules for several 2-day programmes on leading change, organizational effectiveness, and accelerating implementation methodology. Contact information is provided to discuss any of the programmes.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
Most successful agencies utilize a business plan to drive their business activities during the year. And while 86% of high-growth agencies update their business plan every year, only 59% of average agencies do. Annual budgeting
is the lynchpin of any successful business plan and most agencies build out their budget year-after-year, but surprisingly, many do not. This issue of the MarshBerry Letter will examine the importance of incorporating an
annual budget into your business plan and the value of integrating a budget validation model.
This document discusses the importance of incorporating an annual budget into a business plan using a validated budget model. It notes that while most successful agencies update their business plan yearly, only 59% of average agencies do. The traditional approach of simply adding 10% to the previous year's revenue is inaccurate. Instead, a validated budget model requires collaboration between leaders to balance organic revenue growth expectations with past production results to set achievable goals. This allows accurately predicting revenue over two to three years by considering retention rates and historical new business performance by producer. The validated budget model helps understand capabilities and growth drivers while identifying changes to achieve sustainable growth.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
1. Most organizations struggle with strategy execution, not strategy development. Only about 1 in 10 organizations successfully execute their strategies.
2. The balanced scorecard is presented as a tool that can help organizations overcome strategy execution challenges by linking strategy to budgets, making strategy a continual process, and creating "strategy-focused organizations."
3. Organizations that have implemented the balanced scorecard approach have achieved breakthrough results such as significant increases in profitability, market capitalization, stock price, customer satisfaction, and cost reduction.
The document discusses strategies for strategy execution. It notes that most organizations struggle with strategy execution even if they develop sound strategies. The Balanced Scorecard is presented as a tool that can help organizations become "strategy-focused" by linking strategic objectives, metrics, targets and initiatives. It reflects the cause-and-effect relationships of achieving strategic goals. Organizations that implement the Balanced Scorecard approach are achieving breakthrough results by mobilizing employees around their central strategic agenda.
The document discusses adopting a collaborative strategic planning process involving cross-functional teams. It emphasizes the importance of engaging stakeholders from all levels to develop strategies and ensure successful implementation. A collaborative approach helps break down silos, leverage synergies, and better coordinate strategies across the organization.
The Balanced Scorecard is a strategic planning and management system used to translate an organization's mission and strategy into a comprehensive set of performance measures. It provides top-level managers with a fast but comprehensive view of the organization from four important perspectives: financial, customer, internal business processes, and learning and growth. The document outlines the key components of a Balanced Scorecard including objectives, measures, initiatives and cause-and-effect linkages across the four perspectives. It also discusses how to cascade the Balanced Scorecard throughout an organization.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It explains the four perspectives of a balanced scorecard - financial, customer, internal process, and learning and growth. Strategic objectives are identified for each perspective to help organizations achieve goals and track key performance indicators.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
The document discusses the strategic process and focuses on innovation. It outlines five strategic initiatives - Ideation, Nature, Vision, Engagement/Tactical Plan, and Synthesis/Monitoring. Each initiative is associated with clarifying identity and purpose, aligning structure and culture, translating long-range intentions into goals and strategy, engaging the strategy through projects, and continuously monitoring alignment. It emphasizes the importance of innovation and successful implementation of strategies, citing studies that found less than 10% of strategies are successfully implemented.
The document discusses strategic management concepts including strategic intent, vision, mission, goals, and objectives. It provides examples of each from various companies like Reliance Industries, Indian Oil Corporation, and Infosys. Strategic intent is defined as a long-term ambitious goal that builds on a firm's core competencies. Vision describes an ideal future state while mission explains why an organization exists. Goals and objectives then further define how the vision and mission will be achieved, with objectives being more specific and measurable. The document emphasizes the importance of each component in strategic planning and formulation.
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
This document summarizes the results of a core competencies assessment across several key business areas for a company. Overall scores are provided on a scale of 1 to 5 for how well the company complies with best practices in each area, along with recommendations. The areas assessed include strategic planning, customer relationship management, lead generation, measurement, market research, sales, organizational development, human resources, systems and technology, and product development.
The document discusses strategy execution and program management. It defines key terms like strategy, portfolio, program, and PMO. It notes that while most organizations have a strategy, only 10% execute it effectively due to barriers like lack of understanding and misaligned incentives. It provides examples of how to link strategy to operations using a balanced scorecard and strategic map. The document advocates a 6 step approach to strategy execution that involves translating the strategy, aligning the organization, and continuously monitoring and adapting the strategy.
The document discusses strategy execution and program management. It defines key terms like strategy, portfolio, program, and PMO. It notes that while most organizations have a strategy, only 10% execute it effectively due to barriers like lack of understanding and misaligned incentives. It provides an example of a strategy map using a balanced scorecard approach. Finally, it outlines a six step methodology to translate strategy into operational terms to ensure effective execution across the organization.
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
The document discusses strategy evaluation and review. It outlines the basics of strategy evaluation as examining the underlying basis of a firm's strategy, comparing actual to expected results, and taking corrective action for performance gaps. It also discusses criteria for effective strategy evaluation, including consistency, consonance, and feasibility. The document provides a framework for strategy evaluation including reviewing the underlying strategy bases, measuring firm performance, and taking corrective actions if needed. It emphasizes the importance of adequate and timely feedback in the evaluation process.
The document outlines key factors for executing strategy successfully:
1) It identifies 8 components of an effective strategy execution process including strong leadership, clear accountability, and resources to drive execution.
2) It discusses translating strategic plans into actionable plans by defining objectives, responsibilities, and timelines to implement changes.
3) HR can help by identifying talent needs, building core competencies, structuring work to promote collaboration, and linking rewards to strategic targets.
4) Building an organization capable of execution takes time and focuses on leadership, communication, clarity of roles and responsibilities, and performance management.
Note on Implementation Strategy -A Harvard Business Review Kenneth R. An...Priyank Jain
This document provides a framework for strategy implementation. It discusses establishing strategic intent, formulating strategies, and implementing and evaluating strategies. Key points of implementation include defining tasks, identifying required skills, and creating "fits" between the strategy and organizational structure, processes, systems, and policies. Different implementation approaches are needed depending on the stage of the organization and situation. Misfits can arise from environmental or strategic changes and may be permitted temporarily. The document outlines skills needed for successful implementation including analytical, administrative, leadership, and communication abilities.
This document provides an overview of strategic planning concepts and processes. It defines key terms like vision and intent statements, core competencies, layers of advantage, and strategic mapping. Tools for strategic planning like the four quadrant chart and SWOT analysis are also introduced to help assess opportunities, strengths, weaknesses and threats. The overall aim is to help companies develop a strategic plan to achieve their vision and goals.
Similar to SOPAC 2013 AUDITING BUSINESS STRATEGY (20)
Living a Man's life in Today's World - Griefline Inc, Melbourne Men's GroupDavid Mallard
Most men in Western cultures are raised within the confines of an emotional straitjacket and see sharing emotions as a sign of masculine failure.This presentation talks to the changing role of men in the context in which we live, the changing role of relationships and general wellbeing. Australia, as a society, is paying for this straitjacketing today, with more dysfunctional men unable to display real emotions nor support other men to talk about real issues. Society has changed a lot in recent years and many men are confused about their role in society. What it means to be a man and masculinity is no longer simple. There is no doubt that the ‘job description’ for being a man has changed. Men tend to be judged on the job they do, the car they drive and the sporting team they follow, which does nothing to help a man talk about being an individual with hopes, dreams and feelings.
Internal Audit - Leading as the Trusted AdvisorDavid Mallard
This webinar presentation I recently delivered for the IIA Australia talks to the capability challenge for service providers to be perceived as Trusted Advisors by their customers.
It focuses on Internal Audit functions however is broadly relevant for other similar 'technical' service providers e.g. legal, finance, risk, compliance, engineering, technology.
It also outlines development options we offer to address the common capability gaps we find in Internal Audit teams. Feel free to reach out to find out more: david@davidmallard.com
Are CEO's an Unmanaged Risk to the Organisation's they Steer?David Mallard
Are leaders, and the cultures they spawn, an unmanaged risk to the enterprises they steer? Research shows not
only the costs of failure to pay attention to business ethics
costs but the financial benefits of a focus on business ethics. Board reliance on good compliance policies
can only signal intent. The Board’s critical role in building organisational integrity involves four key activities.
Building a High Performance Team using the Integral FrameworkDavid Mallard
Presentation to the South Pacific & Asia Internal Audit Conference in Melbourne on leveraging the Integral Framework for building a high performance team - (http://www.iia.org.au/sopac/home.aspx)
Business Ethics - Internal Audit's Opportunity to Influence Organisational Ch...David Mallard
This presentation to the IIA Melbourne speaks to the changing business environment, the strategic reputation risk posed by social media the importance of ethical leadership in creating a highly performing organisation. It also highlights the role Internal Audit can play in influencing positive change, moving Audit along the value curve.
CEO Institute Australia Presentation - Business Ethics & Your Bottom LineDavid Mallard
The linking of ethical behaviour to reputation makes the effective management of reputational risk and ethical business conduct an integral part of what drives company success. Economic performance alone no longer guarantees success and defaulting to what’s legal is not acceptable anymore!
IIA New Zealand Stepping Up Conference - Influence Relevance and ValueDavid Mallard
The document discusses strategies for internal audit to increase its influence, relevance, and value by focusing more on strategic risks. It notes that strategic risks account for 68% of severe market declines but internal audit departments only spend 6% of their time auditing these risks. The document recommends internal audit evaluate strategic planning processes, assumptions, and communication to audit strategy development. It also suggests auditing strategy execution by conducting health checks on strategic projects. Finally, it stresses the importance of internal audit building its non-technical capabilities to optimize performance and become trusted advisors.
This document discusses the need for risk management and assurance professionals to develop capabilities beyond technical skills to address today's volatile, uncertain, complex, and ambiguous (VUCA) business environment. It notes that CEOs are looking for employees who can guide decision-making through shared values and purpose. The document introduces Cornerstone's Integral Framework, which takes a holistic view of organizational elements both tangible and intangible. It also presents an Integral model of risk and assurance professional development that progresses from a rules-focused orientation to a trusted advisor role providing a holistic perspective.
Business Ethics and Corporate Governance - White PaperDavid Mallard
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This document summarizes a presentation on why business ethics matters to an organization's bottom line. It discusses how ethical failures have resulted in large fines for companies and how maintaining integrity and transparency can benefit businesses. Maintaining ethical standards is important as internet connectivity makes it easier for stakeholders to see how businesses operate and retaliate for unethical practices. The presentation recommends that organizations build integrity by demonstrating ethical leadership, actively measuring culture, training employees, and designing trusting systems to promote ethical behavior and high performance.
Ethics could be said to be very much like the weather, in the sense that everybody talks about it but nobody does much about it! This presentation provides an insight into Ethical leadership and suggests ways in which you can safeguard your organisation’s ethics.
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As chief audit executives find themselves in a highly visible, pressure-packed role, many have come to realize that business and financial acumen are no longer enough. "Relationship acumen"—the ability to establish and maintain strong connections with key stakeholders—is now also a prerequisite for success. Paper by: Korn Ferry and the IIA
This is a paper from PROTIVITI which examines some of the great work we did with the Internal Audit function at Australia Post. A great group of people and great company to work with.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
2. WHAT WE WILL SHARE
Topic
1 The impact of strategic risk
2 Are we doing enough?
3 Recent research into the profession
4 The standards
5 Three common strategy failure points
6 Auditing strategy development
7 Auditing strategy execution
8 The Australia Post experience
9 Saying it right
10 Insight over the journey
11 Implications of auditing strategy
12 Auditing strategy is only part of the story
3. THE IMPACT OF STRATEGIC RISK
Strategic risks pose a
much more significant
threat to companies
than more easily
auditable risk areas
Strategic risks cause
68% of severe market
capitalisation decline
4. ARE WE DOING ENOUGH?
Percentage of Risk Percentage of Time Spent
Strategic risks
Strategic risks Failures Leading to By Audit Departments on
account for 68%
account for 68% Significant Market these Risk types
of severe
of severe Decline Risk Categories
market declines
market declines
68%
68% 6%
6%
7%
7% 13%
13%
Audit
Audit
departments
departments 12%
12% 49%
49%
report spending
report spending
only 6% of their
only 6% of their
time auditing
time auditing
strategic risks
strategic risks 13%
13% 32%
32%
5. RECENT RESEARCH
To deliver real value,
To deliver real value,
audit plan’s must be
audit plan’s must be
responsive, flexible
responsive, flexible
and aligned with
and aligned with
company strategy
company strategy
61% of survey
61% of survey
respondents said
respondents said
Internal Audit did not
Internal Audit did not
have a mandate
have a mandate
aligned to business
aligned to business
strategy
strategy
Top Priority -- be more
Top Priority be more
relevant to achieving
relevant to achieving
the organisation’s
the organisation’s
objectives
objectives
7. INTERNATIONAL STANDARDS FOR THE
PROFESSIONAL PRACTICE OF INTERNAL
AUDITING OCTOBER 2012
2130. A1 – The internal audit activity must evaluate
the adequacy and effectiveness of controls in
responding to risks within the organisation’s
governance, operations, and information systems
regarding the:
1.Achievement of the organisation’s strategic
objectives
2...
3...
8. THREE COMMON STRATEGY
FAILURE POINTS
Flawed Business Assumptions: Management assumptions may not be
Flawed Business Assumptions: Management assumptions may not be
rigorously tested resulting in organisational objectives that are
rigorously tested resulting in organisational objectives that are
inconsistent with the enterprise’s capabilities or the realities of the
inconsistent with the enterprise’s capabilities or the realities of the
business environment.
business environment.
Business Unit Misalignment: Lack of communication or a strategy
Business Unit Misalignment: Lack of communication or a strategy
development framework for business units can result in business
development framework for business units can in business
unit objectives and operating plans that fail to align to enterprise
unit objectives and operating plans that fail to align to enterprise
objectives.
objectives.
9. AUDITING STRATEGY
DEVELOPMENT
1. Strategic Planning Process Audit: Review the
strategic planning process to ensure there is a
common framework for the development of
business unit strategic plans and assess the
alignment between business unit, department, and
corporate level strategic plans.
Does the company
Does the company Are enterprise
Are enterprise Are Business Unit
Are Business Unit Is there alignment
Is there alignment
have a documented
have a documented level strategic
level strategic objectives
objectives between
between
process for strategic
process for strategic objectives
objectives reasonably
reasonably enterprise and
enterprise and
planning? Has the
planning? Has the documented and
documented and related to
related to business level
business level
process been
process been measurable?
measurable? enterprise
enterprise strategies?
strategies?
complied with?
complied with? objectives?
objectives?
10. AUDITING STRATEGY
DEVELOPMENT
2. Audit of Assumptions: Identify and validate
assumptions about the internal and external
environment made at the enterprise, business unit,
and project level.
Are key assumptions
Are key assumptions Are key assumptions
Are key assumptions
underpinning the plan
underpinning the plan reasonable given all the
reasonable given all the
for achieving objectives
for achieving objectives evidence?
evidence?
documented?
documented?
11. AUDITING STRATEGY
DEVELOPMENT
What level of awareness
What level of awareness To what extent do
To what extent do Do incentives and/or
Do incentives and/or
do employees have in
do employees have in employees believe in
employees believe in performance criteria
performance criteria
the strategy?
the strategy? the strategy?
the strategy? link to strategic
link to strategic
objectives ?
objectives ?
12. AUDITING STRATEGY
DEVELOPMENT
4. Strategic Execution: Evaluate major initiatives at
critical points in the project lifecycle against key
factors of project success beyond execution and
timeline, such as leadership capability, business
readiness, sustainability and value investment.
Assess project
Assess project Identify talent
Identify talent Evaluate
Evaluate Identify gaps
Identify gaps
management
management or development
or development confidence levels
confidence levels between
between
capabilities and
capabilities and gaps to meet
gaps to meet in the successful
in the successful objectives and
objectives and
processes
processes execution goals
execution goals execution of
execution of strategy
strategy
strategy
strategy outcomes
outcomes
13. AUDITING STRATEGY
DEVELOPMENT
Test elements of strategy development and
communication in regular audit engagements to
provide ongoing monitoring of the strategic
planning process
Evaluations of strategy development and
communication can be incorporated into every
audit to monitor the effectiveness of strategy
deployment in between assessments of the
strategic planning process
17. AUDITING STRATEGY EXECUTION
Fortune Magazine famously
stated that organisations fail to
successfully implement
strategy, not because of bad
strategy, but because of bad
execution.
Failures are not for lack of a well-defined
strategy but due to the absence of a well-
orchestrated implementation plan
bridging the gap to execution.
18. AUDITING STRATEGY EXECUTION
‘Large Program’ Risk
‘Large Program’ Risk
is in the bottom
is in the bottom
quartile of ‘well
quartile of ‘well
managed’ risk
managed’ risk
82% of stakeholders
82% of stakeholders
regarded Internal
regarded Internal
Audit’s role as very
Audit’s role as very
important or
important or
important
important
19. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
Regularly polled senior
Regularly polled senior
executives and Board
executives and Board
members about their
members about their
perception of Internal
perception of Internal
Audit – particularly
Audit – particularly
their sense of value
their sense of value
received from Audit
received from Audit
20. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
Stakeholder
Stakeholder
feedback resulted in
feedback resulted in
the question:
the question:
How does Internal
How does Internal
Audit address
Audit address
strategic risk more
strategic risk more
effectively?
effectively?
21. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
We viewed the organisation's strategic plan as
We viewed the organisation's strategic plan as
an inventory of organisational change
an inventory of organisational change
programs
programs
Ranked each program by importance to
Ranked each program by importance to
company objectives, complexity, scale etc
company objectives, complexity, scale etc
Diagnosed history of previous investments,
Diagnosed history of previous investments,
where they had struggled and/or been
where they had struggled and/or been
successful, and understood the organisational
successful, and understood the organisational
capability ‘soft spots’
capability ‘soft spots’
22. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
• In-Flight – Real Time Assessment
• In-Flight – Real Time Assessment
PIR’s not optimising limited Audit resources and
PIR’s not optimising limited Audit resources and
unhelpful to operating the day to day business
unhelpful to operating the day to day business
• Rapid arms-length feedback – ‘contemporary
• Rapid arms-length feedback – ‘contemporary
assurance’ and actionable
assurance’ and actionable
• An Integral view – considered typical technical
• An Integral view – considered typical technical
issues in conjunction with humanistic elements
issues in conjunction with humanistic elements
– collective and individual
– collective and individual
• Relevant to objectives of stakeholders, both
• Relevant to objectives of stakeholders, both
organisationally and personally
organisationally and personally
23. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
THE INTEGRAL FRAMEWORK
The Integral Framework makes clear
The Integral Framework makes clear
that every event or situation may be
that every event or situation may be
understood within the context of interior
understood within the context of interior
and exterior dimensions in both the
and exterior dimensions in both the
individual and the collective
individual and the collective
Regardless of the scope and depth of
Regardless of the scope and depth of
the organisational situation, by applying
the organisational situation, by applying
the Integral Framework, we are able to
the Integral Framework, we are able to
analyse and assess even the most
analyse and assess even the most
complex issues in a balanced and
complex issues in a balanced and
comprehensive manner.
comprehensive manner.
This holistic process is what makes
This holistic process is what makes
this approach so powerful and
this approach so powerful and
leading-edge
leading-edge
24. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
Project Health A 360 O STRATEGIC PROJECT HEALTH CHECK REVIEW
Checks include
assessments
from multiple 1. Project Team Members
perspectives in
order to provide Direct participants in the
a balanced project team provide the
evaluation. inside view of the status
of project execution
2. Impacted Process
Designed to 4. Internal Audit Owners
deliver Future end users
‘contemporary Audit offers an provide an outsiders
assurance’ on in- independent appraisal of perspective on
flight strategic the project including its execution,
effect on the risk and 3. Management or other
project communication and
key stakeholders
implementation. control environment. sustainability.
Key members of the senior
management team provide
perspective on the value
contribution of the project.
26. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
Online polling of
stakeholder
perceptions/confidence
levels horizontally and
vertically in the
organisation
27. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
Triangulate stakeholder
feedback - deep dive on the
‘hot spots’
28. AUDITING STRATEGY EXECUTION
- THE AUSTRALIA POST
EXPERIENCE
Independent of
Project
Management Office
– leverage PMO’s
work
35. THE IMPLICATIONS OF
AUDITING STRATEGY
Strategic
Operational Strategic Risk
Expand
Skills
Operational
Risk
Compliance Traditional Audit Skills
Compliance
Risk
Enhance
Finance Engagement
Financial Risk
36. AUDITING STRATEGY IS ONLY
PART OF THE STORY
A focus on auditing
organisational strategy is very
important, however is only part
of the story to being influential,
relevant and more valuable
37. OPTIMISING TECHNICAL AND
RELATIONAL CAPACITY IS KEY
Requires
higher levels
of systems
and people
thinking
EQ is twice as
important as
technical
competence *
• D. Goleman, Emotional Intelligence: Why It Can Matter More Than IQ (Bantam Books, 1995)
38. david@davidmallard.com
In my presentation this afternoon I will be discussing a key
foundational issue for becoming more relevant, influential and
valuable – addressing non-technical capability development with the
aim of achieving ‘Trusted Advisor’ status in your organisation.
Editor's Notes
October 2012 – The International Standards (IPPF) requires auditors to evaluate the adequacy and effectiveness of controls in responding to risks within the organisation’s governance, operations, and information systems regarding the: Achievement of the organisation’s strategic objectives
Key Principles of the approach
Initally developed by Ken Wilber, developmental psychologist and philosopher and touted as the theory of everything!
Over the Journey the nature and mix of work changed – in conjunction with an expansion of skills and capacities
IIA Chairman of the IIA Phil Tarling and the CEO and President Richard Chambers recently discussed the optimal blending of your technical capacity with relationship skills on the road toward Trusted Advisor status. The message here – to be influential and successful requires a blend of technical and relational capacity