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.
Creating an Agile Marketing Framework - Centerline Digital - Version 1 - Marc...Centerline Digital
Marketers must become more agile to keep up with the speed of communication. Creating an Agile Marketing Framework is a methodology for brands to operate more like media companies – to pursue stories of value to their audiences like journalists.
While foundational elements of marketing solutions—like brand goals, audience understanding and measurement—will remain, the mediums, channels, contributors and pace must be constantly adjusted and optimized to reach audiences with valuable content.
Learn more: http://www.centerline.net
How to Align Marketing Campaign Plans and Budgets with SiriusDecisionsAllocadia Software
Learn how marketing organizations are improving their marketing planning and budgeting processes using The SiriusDecisions Campaign Framework and Allocadia Software for better alignment.
What you'll learn:
1) How The Campaign Framework works. Identify key components of B2B marketing campaigns and deliver advanced marketing planning concepts
2) How to Align your Marketing Budgeting Strategy & Programs. Connect your corporate goals to your marketing programs and campaigns
3) How to Manage your Marketing Investments & Budgets using marketing budgeting software. Define budget targets, release and re-allocate marketing funds
Learn more at www.allocadia.com.
Creating an Agile Marketing Framework - Centerline Digital - Version 1 - Marc...Centerline Digital
Marketers must become more agile to keep up with the speed of communication. Creating an Agile Marketing Framework is a methodology for brands to operate more like media companies – to pursue stories of value to their audiences like journalists.
While foundational elements of marketing solutions—like brand goals, audience understanding and measurement—will remain, the mediums, channels, contributors and pace must be constantly adjusted and optimized to reach audiences with valuable content.
Learn more: http://www.centerline.net
How to Align Marketing Campaign Plans and Budgets with SiriusDecisionsAllocadia Software
Learn how marketing organizations are improving their marketing planning and budgeting processes using The SiriusDecisions Campaign Framework and Allocadia Software for better alignment.
What you'll learn:
1) How The Campaign Framework works. Identify key components of B2B marketing campaigns and deliver advanced marketing planning concepts
2) How to Align your Marketing Budgeting Strategy & Programs. Connect your corporate goals to your marketing programs and campaigns
3) How to Manage your Marketing Investments & Budgets using marketing budgeting software. Define budget targets, release and re-allocate marketing funds
Learn more at www.allocadia.com.
2013 opex ivan broodryk_measuring kpi rightIvan Broodryk
OPEXCON 2013, Measuring Right: Case Study: KPI's & Performance metrics to sustain change. Operational Excellence. KPIs and Performance metrics to sustain change. Choosing the right KPIs and Metrics for your transformation. Tracking your performance and adjusting accordingly to sustain change.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
Learn the basics of creating a social media marketing plan in this Washington State University (WSU) lecture from Brett Atwood.
Learn more at www.crowdcircles.com.
B2B content, website, and lead generation programs planning workshopScott Armstrong
Brainrider's content, website, and lead generation planning workshop template.
Used as part of a moderated session with customer facing team members, marketing team members, and key decision makers.
Executing the workshop includes several framework, brainstorm, and input methodologies designed to extract key strategic, market and customer insight used to develop a better B2B marketing plan.
Please visit http://www.brainrider.com/b2b-marketing-plan-and-strategy/ for more infomation
Our Customer Success Team recently presented at ConnectIn London on the OGSM touching on the below:
- What is OGSM: Understanding the methodology
- OGSM for LinkedIn recruiters
- Q&A with special guest Daniel Hayward
How to Inspire, Grow, and Enable Your Teams (even in a Down Market!)Sales Hacker
What You'll Learn:
- How to build structures to move ambitious team members from SDR to AE and beyond
- How to help salespeople pivot into other roles in the org (Sales to Ops, Enablement, Leadership, or even Marketing!)
- How to inspire and retain talent that will carry your company forward (down market, or not)
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
How to Scale Your Customer Success Management OrganizationGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Scale Your Customer Success Management Organization - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Box, Marketo, Salesforce.com
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - Customer Success for Ad Tech - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from PubMatic, RocketFuel, Lotame, LiveRamp.
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
2013 opex ivan broodryk_measuring kpi rightIvan Broodryk
OPEXCON 2013, Measuring Right: Case Study: KPI's & Performance metrics to sustain change. Operational Excellence. KPIs and Performance metrics to sustain change. Choosing the right KPIs and Metrics for your transformation. Tracking your performance and adjusting accordingly to sustain change.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
Learn the basics of creating a social media marketing plan in this Washington State University (WSU) lecture from Brett Atwood.
Learn more at www.crowdcircles.com.
B2B content, website, and lead generation programs planning workshopScott Armstrong
Brainrider's content, website, and lead generation planning workshop template.
Used as part of a moderated session with customer facing team members, marketing team members, and key decision makers.
Executing the workshop includes several framework, brainstorm, and input methodologies designed to extract key strategic, market and customer insight used to develop a better B2B marketing plan.
Please visit http://www.brainrider.com/b2b-marketing-plan-and-strategy/ for more infomation
Our Customer Success Team recently presented at ConnectIn London on the OGSM touching on the below:
- What is OGSM: Understanding the methodology
- OGSM for LinkedIn recruiters
- Q&A with special guest Daniel Hayward
How to Inspire, Grow, and Enable Your Teams (even in a Down Market!)Sales Hacker
What You'll Learn:
- How to build structures to move ambitious team members from SDR to AE and beyond
- How to help salespeople pivot into other roles in the org (Sales to Ops, Enablement, Leadership, or even Marketing!)
- How to inspire and retain talent that will carry your company forward (down market, or not)
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
How to Scale Your Customer Success Management OrganizationGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Scale Your Customer Success Management Organization - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Box, Marketo, Salesforce.com
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - Customer Success for Ad Tech - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from PubMatic, RocketFuel, Lotame, LiveRamp.
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and online sources
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
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
The Corporate Presentation gives you a glimpse into the Milagrow Universe.
See How We at Milagrow, Strive to Provide to Small and Medium Businesses, World Class Solutions, Services and Forums.
Learn how to use predictive analytics to find out what competencies from your 360 assessment drives real business outcomes (profit, revenue, performance). Strategic Management Decisions (www.smdhr.com) presents their proprietary approach to 360 assessments.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
5. Content
1. Intro: Vision, Mission, Values, Strategy
2. Definitions: Strategy, Portfolio, Program,
PMO
3. Strategy Execution - core competence
4. Program Management & Role in Strategy
Execution
6. Content
• Intro: Vision, Mission, Values, Strategy
• Definitions: Strategy, Portfolio, Program, PMO
• Strategy Execution - core competence
• Program Management & role in Strategy
Execution
7. Vision, Mission, Values, Strategy
What do we want?
How will we get there?
Why do we exist?
Who we are?
8. Values – Who are we?
• Amazon: • Vodafone
– Customer Obsession – Speed
– Innovation – Simplicity
– Bias for Action – Trust
– Ownership • MTN
– High Hiring Bar – Integrity
– Frugality – Leadership
– Innovation
– Can-Do
– Relationships
9. Mission – why do we exist?
• Wal-Mart Stores: • Honda:
– To help people save money – To seek technology that
so they can live better. helps realize true peace
• Metro: and happiness on earth.
– To bring together people • Google:
and products in all corners – To organize the world's
of the globe. information and make it
• Tesco: universally accessible and
useful.
– To create value for our
customers to earn their
lifetime loyalty.
10. Try it yourself!
1. short
2. catchy, easy to remember
3. inspiring
4. ambitious
5. realistic and measurable
6. differentiating from competition
11. Vision – What do we want?
• Wal-Mart Stores:
– To become the worldwide
leader in retailing.
• Sony:
– To have the world look to
Sony for comprehensive
entertainment.
• Samsung:
– To lead the digital
convergence movement.
12. Try It yourself!
1. specific
2. achievable
3. motivating
4. guideline for daily decisions
5. shapes organisation culture
6. BHAG
18. Project, Program, Portfolio, PMO
Project Management
• is the planning, organizing, directing, and controlling of company resources... for a
relatively short-term objective
Program Management
• a group of related projects managed in a coordinated way to obtain benefits and control
not available from managing them individually
Portfolio Management
• A portfolio is a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business
objectives.
PMO
• An organizational body or entity assigned various responsibilities related to the centralized
and coordinated management of those programs under its domain.
• The responsibilities of a PMO can range from providing PM support functions to actually
being responsible for the direct management of a project.
22. The Challenge
Only 10% of
organizations
execute their
strategy
Barriers to Strategy Execution
Vision Barrier People Barrier Management Barriers Resource Barrier
Only 5% of the Only 25% of the 85% of executive teams 60% of organizations
workforce managers have spend less than one hour don’t link budgets
understands the incentives linked to per month discussing
strategy strategy strategy
Culled from Harvard Business Review
23. ABC Bank Strategy Map
The Revenue Growth Strategy The Productivity Strategy
Financial Improve
Perspective Returns
Improve
Broaden
Operating
Revenue Mix
Efficiency
Customer
Perspective
Increase Customer Increase Customer
Confidence in Our Satisfaction Through
Financial Advice Superior Execution
Internal Innovation Customer Management Operational Excellence
Perspective
Understand Cross-Sell Shift to Provide
Develop New Minimize
Customer the Product Appropriate Rapid
Products Problems
Segments Line Channel Response
Learning
Perspective Increase Employee
Employee Satisfaction Productivity Revenue per Employee
Develop Access to Align Personal
Strategic Skills Strategic Info Goals
Strategic Job Strategic Info Personal Goals
Coverage Ratio Availability Alignment (%)
24. Strategy Execution - Balanced Scorecard
Balanced Scorecard should be understood as the LINK between
strategy and action
Specific initiatives to support the implementation of
the company's strategies
BSC
Strategy Action/
Operations
Strategic guidance will be communicated and BSC
implemented on all relevant levels
25.
26. Palladium’s Methodological approach
6 steps to achieve it
Translate the strategy in 2 Enable an agenda for the requiered
1
operational terms using the Translate Develop changes and define a coherent strategy
Balanced Scorecard so everyone the the that is aligned with the Mision, Vison
can understand it Strategy Strategy and values of the organization
3 Strategic Plan 6
Align the organization around its Align the Test
Monitor the strategy momentum
strategy so it becomes everyone’s Organization and Adapt and adapt the strategy based on
job the results achieved
Business
Intelligence
4 5
Link the stratetgy with the Plan Monitor Turn the strategy in a continuos
organizations budget and the Operations Operating/Financial Plan and Learn process, establishing a formal
adequate process to assure its follow-up process based on the
execution strategy performance
Process
Execution
27. BSC - 4 Quadrants & Causal Links
FINANCIAL
“To succeed Objectives Measures Targets Initiatives
financially, how
Lagging
Hard
should we appear
to our
shareholders?”
CUSTOMER INTERNAL BUSINESS PROCESSES
“To achieve Objectives Measures Targets Initiatives “To satisfy our Objectives Measures Targets Initiatives
our vision, Vision shareholders
how should & and customers,
we appear to Strategy what business
our processes must
customers?” we excel at?”
Leading
INNOVATION LEARNING & GROWTH
“To achieve our Objectives Measures Targets Initiatives
Soft
vision, how will
we sustain our
ability to
change and
improve?”
28. Typical Corporate Scorecard
Strategic
Strategic Objective Strategic Measures Initiatives Budget Owner
Theme
GROW F1: Increase shareholder value EBITDA Initiative A GHC XXX Director,
Financial
F2: Profitable Growth across all Revenue Market Share Initiative B GHC YYY Finance
commercial areas ROCE
OFCF, FCF
Growth Rate vs Competition
Full Cost vs Competition
CUSTOMER C1: Delight targeted segment Market Share per segments Programs B GHC ZZZ Director,
ADMIRATION C2: Improve Dealer profitability CDI, NPS per segment Project C GHC RRR Marketing
Customer
ARPU
TRUSTED BRAND Brand KPIs
Gross/Net adds
WIN-WIN Dealer Gross profit Growth Project D GHC PPP Director,
DEALER Dealer Survey Sales
RELATIONS
NEW PRODUCTS I1: Innovative Products and New Product ROI Program E GHC FFF CTO
services New product Acceptance Rate
Internal
COST I2: Technology Excellence Perfect Orders
EFFICIENCY I3: Inventory Management SLA adherence (Delivery, MTTR)
I4: On spec – On Time Cost Initiatives ROI
OPERATIONAL I5: Cost Saving Initiatives Incidents per month vs Group Director,
EXCELLENCE I6: Improve H&S HR
INVIGORATE L1: Employee engagement Employee engagement scores Project F GHC KKK CEO
Learning &
L2: Key Business systems (CRM, Employee surveys per region
Growth
UNDERSTAND DR, BIs) Strategic competency Availability
THE BUSINESS L3: Core competencies and skills % successors identified Program G Director ,
L3: Business rating (Ghana Club Strategic Information availability HR
100)
33. Recap: HR Balanced Scorecard
Strategic Objectives Strategic Measures Targets Strategic Initiatives Budget
M1. Create Shareholder Value Stock Price Multiple Competitive
Business
Linkage
norms
M2. Objectives on Measures on
M3. Enterprise Scorecard Enterprise Scorecard
M4. Impacted by HR Impacted by HR
Financial
F1. Improve HR Efficiency Budget Cost vs Actual 100%
HR Cost / Employee 90% of norm
Employee Satisfaction Survey 80% rating Employee Survey
Customer
C1. Create a Positive Work Environment $ CCC
C2. Build Strategic Partnership Service Agreement Feedback 85% Rating Account Review Program $ BBB
C2. Insure Human Capital Readiness Human Capital Readiness 75% Human Capital Readiness Report $ AAA
I1. Achieve HR Operational Excellence Cost per Transaction 5% Reduction Activity Based Costing $ NNN
Cycle Time 21 Days Process reengineering $ OOO
Error Rate / Complaints 50% reduction TQM for HR Processes $ PPP
I2. Develop Business Unit Partnerships Service Agreements in Place (%) 90% Service Agreements Program $ KKK
HR Strategic Plans in Place (%) 90% HR Strategic Planning Process $ LLL
Time with Customer 10 hrs / week Relationship Management Program $ MMM
Internal
I3. Provide Strategic Support to
Business
a) Build Strategic Staff Human Capital Readiness 100% Strategic Job Family Identification $ DDD
Competencies Competency Profiles $ EEE
Training & Development $ FFF
b) Develop Leaders & Leadership Alignment 100% Leadership Development $ GGG
Supportive Culture Cultural Alignment 100% Mission, Vision, Values $ HHH
c) Create a High Performance Staff Alignment 100% Strategic Communications $ III
Organization Performance Management Program $ JJJ
L1. Provide Strategic HR Info HR Application System Readiness 100% (vs. plan) HR Systems Plan $ QQQ
HR Competencies: Readiness 100% (vs. plan) HR Competency Plan
Learning &
L2. Develop Strategic HR Competencies $ RRR
Growth
L3. Fill HR Leadership Pipeline Key Position Depth Chart 80% HR Leadership Development Program $ SSS
L4. Increase Best Practice Sharing Best Practices Transferred (#) 50% Knowledge Management Program $ TTT
L5. Insure Strategic Alignment Personal Goals Linked to BSC (%) 80% BSC Cascade $ UUU
L6. Create Shared Vision / Culture Strategic Awareness (%) 80% Strategic Education / Communication $ VVV
34. • Strategic Objective:
– Achieve Operational Excellence owned by Dick
• Initiatives Required to Achieve Objective
– Project 1: Activity Based Costing @ $NNN, PM: DY
– Project 2: Process Re-engineering @ $OOO, PM: PN
– Program 1: TQM for HR Processes @ $PPP, PM: JM
• Program Manager
– Edwin Provencal
35. Financial
Customer
Perspective
Learning & Growth
Internal Processes
all Strategic Objectives
Balanced Scorecard Project
Plot Impact of Programs against
Achieve Operational excellence
Strategic Objective
Program
Program Name
Program Name
Program Name
Program Name
Program Name
x
Activity based Coating
Program Name
x
Process reengineering
Program Name
x
TQM for HR Processes
Program Name
Program Name
Program Name
Program Name
Program Name
Program Name
Program Name
Project/Program Requirement Matrix
Program Name
Program Name
Program Name
36. Benefits of Program Management
Area of Impact Benefit
Delivery of Change More effective delivery of changes because the changes can be planned and implemented in an integrated
way ensuring that current business operations are not adversely affected
Alignment between Effective response to strategic initiatives by filling the gap between strategies and projects
strategy and project levels
Management support Keeping activities focused on the business change objectives by providing a framework for senior
management to direct and manage the change process
Resource management More efficient management of resources by providing a mechanism for project prioritization and project
integration
Risk management Better management of risk because the wider context is understood and explicitly acknowledged
Benefit realization Help to achieve real business benefits through a formal process of benefit identification, management,
realization and measurement
Management control Improved control through a framework within which the costs of introducing new infrastructure, standards
and quality regimes can be justified, measured and assessed
Business operations Clarification of how new business operations will deliver improved performance by defining the desired
benefits and linking these to the achievement of new working practices
Management of Business More effective management of the Business Case by building and maintaining a Business Case that clearly
Case compares current business operations with the more beneficial future business operations
Co-ordination and control More efficient co-ordination and control of the often complex range of activities by clearly defining roles and
responsibilities for managing the Project Portfolio and realizing the benefits delivered by the program
Transition management Smooth transition from current to future business operations through the clear recognition and responsibility
for preparing the organization for migration to new ways of working
Consistency Achieving a consistent system of new or amended policies, standards, and work practices through the
integrated definition, planning, delivery and assurance of the required changes
37. Key Skills
Leadership Benefit Focus Motivation Communication
Decision- Political Cultural
Influencing
making Awareness Awareness
Risk Project
Negotiation Management Creativity Management
Mindset Principles
Comfortable in
Time Conflict
Flexibility an uncertain
Management Management
environment
38. In summary
• Most organizations have a strategy
• 90% of organizations fail to execute
• Strategy Execution can be a core competence
• Program Management plays a key role in
effective Strategy Execution