Tag Archives | strategy management

Culture eats strategy for breakfast

A little more than six months ago, I took a new role with a group that was described as in need of a “turn-around” and an “updated strategy and direction”. I was urged to introduce a new mission/vision, strategic objectives, and revised key performance indicators. Given my performance management background, this seemed like a reasonable…

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Strategy shouldn’t be static

My previous company used the slogan ‘aligning execution with strategy’ to emphasize that often what companies do (their execution) often doesn’t match what they say they want to do (their strategy). The phrase became so common among employees, partners, and customers that we would sometimes slip up and say ‘aligning strategy with execution.’ When that happened, I would often…

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Prioritization

Long-time readers know that, despite the prevalence of dashboards and other performance measurement solutions, I strongly recommend creating an alignment-focused organization as the fundamental way to improve performance. As I’ve said in many publications (BPM Magazine, Information Management, CxO magazine), To do so, organizations must motivate their employees with integrated and cascaded objectives, manage priorities…

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Speedlinking, May 2009

One part writer’s block and two parts schedule overload means I don’t have time to write an original post.  Speedlinking to the rescue: Over at ‘I Help You Blog’, Philip suggests 101 Great Posting Ideas That Will Make Your Blog Sizzle.  My personal favorite is #101:  Create a post with a 101 ideas. In a relatively…

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Can You Say What Your Strategy Is?

In the Harvard Business Review article Can You Say What Your Strategy Is?, David Collis and Michael Rukstad claim most executives cannot summarize their company’s strategy.  Of course, if executives can’t, no one else in the organization will be able to. And those organizations that don’t understand their strategy are unlikely to execute them successfully. In their words:…

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Dilbert on risk management

Even though I’ve spent a lot of time over the last year talking to clients about risk management, I haven’t covered the topic in this blog other than my post on Risk Friends and Key Risk Indicators. This is especially odd as I’ve come to believe strategy management and risk management are inextricably linked. I’ll expound…

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Logic Model

While it dates back to the 1970s, the Logic Model gained prominence in the 1990s largely in response to the Government Performance and Results Act (GPRA). The Logic Model provides organizations with a framework for understanding the relation between resources or inputs (what an organization invests); activities or outputs (what an organization gets done); and…

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Focused Organizations

As fans of the Balanced Scorecard methodology already know, Kaplan and Norton reccomend five principles for the Strategy-focused Organization: translate the strategy to operational terms; align the organization to the strategy; make strategy everyone’s everyday job; make strategy a continual process; and mobilize leadership for change. The City of Charlotte, NC applied these principles to…

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Strategy vs. Planning

For several years, I’ve argued that performance management is more than just budgeting. I’ve also pointed out that the term planning was often misused by software vendors whose products were mostly limited to financial planning (aka budgeting), rather than end-to-end resource allocation and management.  And finally I’ve advocated outcome-based budgeting, rather than activity-based budgeting, so…

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