Archive | 2009

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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What’s Missing from your Scorecard?

In a short, but insightful, piece called ‘What’s Missing from Your Scorecard?’ Mark Graham Brown suggests eight categories of metrics which should be better represented on a balanced scorecard: Customer aggravation External factors Employee satisfaction Brand image Customer attractiveness and relationships Communication effectiveness Employee health and safety Ethics Mark’s issue with employee satisfaction is most companies measure…

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Fun with tenure metrics

At last week’s meeting of the CMO Community, a representative of the executive search consulting firm Spencer Stuart mentioned that the average tenure for Chief Marketing Officers at U.S. companies is 28 months, up five months from 2006. Great news, I thought, given my current role. However, remembering the earlier confusion on CFO tenure, I decided to do some fact…

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Survival of the loudest

On the heels of writing about prioritizing by what’s urgent rather than important, an article in Management-Issues reminds me we also have to worry about prioritization based on who yells the loudest. The article quotes a U.C. Berkeley study which showed outspoken people were judged as possessing higher levels of general intelligence, regardless of their…

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Prioritizing What’s Important

Long-time readers know I 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 based on impacts rather than perceived urgency, monitor progress towards outcomes, and…

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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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Manage by Flying Around

Since the title of this blog is manage by walking around, kudos to Haruka Nishimatsu, the president and CEO of Japan Air. According to a CBS News article, he practices management by walking flying around: “If management is distant, up in the clouds, people just wait for orders,” Nishimatsu told CBS News through a translator….

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Transparency in Leadership

The word transparency is everywhere. The demands for increased accountability from statutory compliance and shareholder activists have forced organizations to become more transparent. Political ideology aside, Barack Obama ran a successful campaign championing the need for transparency in response to the government secrecy of the previous two terms. Unfortunately, transparency is fast becoming a buzzword:…

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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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