Archive for the ‘Cascading Strategy’ Category
#54 The 5 Essential Parts of a Dust-Repellent Strategic Plan
Lots of strategic plans and operational plans are full of motherhood goals, vague strategies and – if they are even considered at all – measures or KPIs that don’t track anything useful. No wonder these plans sit on shelves and gather dust.
#35 The First of Three Things I Don’t Like About The Balanced Scorecard (It’s hard to cascade meaningfully)
We have to applaud the Balanced Scorecard for the evolution it triggered in organisational performance measurement and strategy execution. But no model is without its limitations.
Certainly, on account of the Balanced Scorecard, we’re now seeing the measurement of non-financial results rather than just the financial, and we’re seeing strategies laid out in logical and cause-effect linked plans designed for execution rather than shelving.
#33 Three Types of Performance Measure Relationships
If you think about when organisations work well, it’s because all the parts are coordinated together and managed as an integrated whole. And that’s a very good reason why we ought to treat our performance measures the same.
By understanding how measures are related to one another, you increase their power to help you understand and diagnose performance, and thus how you can report those measures together to make performance understanding and diagnosis easier.
#25 Five Reasons Executives Support Performance Measurement
There are some very good reasons why managers and executives DO give time and resources to performance measurement. And understanding these reasons is your key to reframing the value that performance measurement can have for the manager or executive who so far has no interest in supporting it.
#21 Measuring For Collaboration, Not Competition
We all know that what you measure influences people’s behaviour. So if you want people to collaborate to improve corporate performance, rather than compete to improve personal performance (often at the expense of corporate performance), think carefully about what you measure!
Here are 5 practical steps to help your team to measure in way that will encourage collaboration to improve corporate performance, and help put an end to measures that trigger fights about who’s right and who’s wrong, rather than dialogue about how to achieve shared goals.
#2 Four Keys to Cascading Company KPIs to Individuals
If safety, customer loyalty, cost reduction and innovation are important goals for the company, does that mean they are important goals for EVERYONE in the company? Should personal scorecards be “mini-me” versions of the corporate scorecard?
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