StrategyDrivenStrategyDrivenStrategyDriven is dedicated to providing executives and managers with the planning and execution tools needed to create greater organizational alignment and accountability for achievement of superior results. Articles
Organizational Performance Measures Best Practice 4 - Core Performance Meas
2007-08-01 02:15:00 Core performance measures are a unique subset of ongoing indicators within the organization?s performance measurement system. Differing from key performance indicators or KPIs that monitor the few critical drivers of organizational performance, core performance measures provide an ongoing comparative basis between products, services, business units, and individuals. These measures act as an imbedded grid, aligning ... More About: Performance , Practice , Core , Perform , Organ
Good to Great
2007-07-29 20:40:00 Good to Great : Why Some Companies Make the Leap… and Others Don’t by Jim Collins and Good to Great and the Social Sectors: A Monograph to Accompany Good to Great by Jim Collins About the Reference Written by Jim Collins, co-author of Built to Last, Good to Great: Why Some Companies Make the Leap… and Others Don’t identifies the common qualities ... More About: Good
Strategic Analysis Best Practice 1 - Integrity Without Excuses
2007-07-27 04:02:00 For any strategic analysis to be effective, it must be done with an open, honest assessment of the facts. Organizations acting with integrity without excuses seek to identify and eliminate instances where fact-based assessment conclusions are diluted by unrelated factors or opinion-based influences. This mitigation often seeks to justify action perceived as desirable when the ... More About: Analysis , Practice , Integrity , Strategic , Excuses
Strategic Planning Best Practice 3 - Strategic Discipline
2007-07-24 22:44:00 Executives seeking to focus their organization on mission achievement act with strategic discipline. By committing a significant portion their time and attention to the long-term direction of the organization, executives are more likely to recognize and properly respond to marketplace changes in a way that fully harnesses and focuses their organization?s energy on mission achievement. Strategic ... More About: Planning , Practice , Discipline , Strategic Planning
Strategy Maps: Converting Intangible Assets into Tangible Outcomes
2007-07-22 20:49:00 Strategy Maps : Converting Intangible Asset s into Tang ible Outcomesby Robert S. Kaplan and David P. Norton About the Reference Strategy Maps: Converting Intangible Assets into Tangible Outcomes by Robert S. Kaplan and David P. Norton reveals how an organization can link performance measures covering the areas of operations, customer relationships, innovation, and regulatory and social processes to its ... More About: Strategy , Rate
Strategic Analysis Introduction
2007-07-20 01:43:00 Strategic analysis is a critical component of the strategic planning process. An integral part of a company?s evaluation and control program, it provides managers with a comprehensive assessment of the organization?s capabilities and market factors; revealing growth opportunities and vulnerabilities. Armed with this information, managers can more effectively chose from among today?s strategic alternatives to ... More About: Analysis , Introduction , Strategic , Intro , Rate
Strategic Analysis Introduction
2007-07-20 01:43:00 Strategic analysis is a critical component of the strategic planning process. An integral part of a company?s evaluation and control program, it provides managers with a comprehensive assessment of the organization?s capabilities and market factors; revealing growth opportunities and vulnerabilities. Armed with this information, managers can more effectively chose from among today?s strategic alternatives to ... More About: Analysis , Introduction , Strategic , Intro , Rate
Organizational Performance Measures Best Practice 3 - Common Construction C
2007-07-18 02:58:00 The benefits of vertically cascaded and horizontally shared performance measures are maximized when the related measures share a common set of characteristics. Common construction of vertically cascaded measures enables easy roll-up of lower tiered measures to create higher tiered benchmarks. Horizontally shared measures having similar construction characteristics are more readily comparable, thus enhancing the evaluation ... More About: Performance , Construction , Practice , Sure
Organizational Performance Measures Best Practice 3 - Common Construction C
2007-07-18 02:58:00 The benefits of vertically cascaded and horizontally shared performance measures are maximized when the related measures share a common set of characteristics. Common construction of vertically cascaded measures enables easy roll-up of lower tiered measures to create higher tiered benchmarks. Horizontally shared measures having similar construction characteristics are more readily comparable, thus enhancing the evaluation ... More About: Performance , Construction , Practice , Const
Essentials of Strategic Management
2007-07-16 03:55:00 Essentials of Strategic Manage ment (4th Edition)by J. David Hunger and Thomas L. Wheelen About the Reference The Essentials of Strategic Management (4th Edition) by J. David Hunger and Thomas L. Wheelen focuses on the founding principles and methods employed in both strategic planning and execution. Topics include strategy formulation, implementation, and control. Benefits of Using this Reference StrategyDriven contributors ... More About: Rate , Essentials
Essentials of Strategic Management
2007-07-16 03:55:00 Essentials of Strategic Manage ment (4th Edition)by J. David Hunger and Thomas L. Wheelen About the Reference The Essentials of Strategic Management (4th Edition) by J. David Hunger and Thomas L. Wheelen focuses on the founding principles and methods employed in both strategic planning and execution. Topics include strategy formulation, implementation, and control. Benefits of Using this Reference StrategyDriven contributors ... More About: Rate , Essentials
Recommended Resources Introduction
2007-07-16 03:54:00 Posts in this category highlight the many print, audio, video, webcast, and seminar resources that have significantly contributed to the successful business planning and execution activities of StrategyDriven contributors. We highlight the topics covered by each resource and why we believe the benefits will outweigh your time investment. Please note that whenever possible, a link is provided to expedite ... More About: Resources , Introduction , Comm , Intro , Sources
Recommended Resources Introduction
2007-07-16 03:54:00 Posts in this category highlight the many print, audio, video, webcast, and seminar resources that have significantly contributed to the successful business planning and execution activities of StrategyDriven contributors. We highlight the topics covered by each resource and why we believe the benefits will outweigh your time investment. Please note that whenever possible, a link is provided to expedite ... More About: Resources , Introduction , Intro , Sources
Strategic Planning Best Practice 2 ? Prioritize the Mission
2007-07-13 04:44:00 Ideally, an organization?s mission statement would convey a singular purpose. However, mission statements often enumerated several purposes, such as creating shareholder value, contributing to the community, and offering workforce prosperity. When this occurs, organizations struggle to serve multiple masters. Prioritizing the mission establishes the relative importance of an organization?s multiple purposes; focusing decisions and driving actions ... More About: Planning , Practice , Strategic Planning , Mission , Strategic
Strategic Planning Best Practice 2 ? Prioritize the Mission
2007-07-13 04:44:00 Ideally, an organization?s mission statement would convey a singular purpose. However, mission statements often enumerated several purposes, such as creating shareholder value, contributing to the community, and offering workforce prosperity. When this occurs, organizations struggle to serve multiple masters. Prioritizing the mission establishes the relative importance of an organization?s multiple purposes; focusing decisions and driving actions ... More About: Planning , Practice , Strategic Planning , Mission , Strategic
Strategic Planning Best Practice 1 - Make the Mission Measureable
2007-07-11 02:37:00 An organization?s mission statement defines its purpose, its reason for being. These statements, however, tend to be broad and somewhat vague; making it difficult to identify the specific products, services, initiatives, and people that will most directly enable the organization to achieve its purpose. Making the mission measureable provides the added clarity needed to focus decisions ... More About: Planning , Practice , Make , Strategic Planning , Mission
Strategic Planning Best Practice 1 - Make the Mission Measureable
2007-07-11 02:37:00 An organization?s mission statement defines its purpose, its reason for being. These statements, however, tend to be broad and somewhat vague; making it difficult to identify the specific products, services, initiatives, and people that will most directly enable the organization to achieve its purpose. Making the mission measureable provides the added clarity needed to focus decisions ... More About: Planning , Practice , Make , Strategic Planning , Mission
Organizational Performance Measures Best Practice 2 ? Horizontally Shared
2007-07-08 00:55:00 Well-constructed performance measurement systems provide a means of comparison between various products, services, and business units by ensuring relevant measures are horizontally shared across the organization. Horizontally shared performance measures, having consistent units of measure that are uniformly and precisely interpretable, enable comparison between products and services, divisions, departments, work groups, and individuals. Possessing these qualities ... More About: Performance , Practice , Sure , Ally , Izon
Organizational Performance Measures Best Practice 2 ? Horizontally Shared
2007-07-08 00:55:00 Well-constructed performance measurement systems provide a means of comparison between various products, services, and business units by ensuring relevant measures are horizontally shared across the organization. Horizontally shared performance measures, having consistent units of measure that are uniformly and precisely interpretable, enable comparison between products and services, divisions, departments, work groups, and individuals. Possessing these qualities ... More About: Performance , Practice , Sure , Ally , Izon
Organizational Performance Measures Best Practice 1 - Vertical Cascading
2007-07-07 04:58:00 Performance measurement systems should be anchored on the single measure of organizational success (defined by the organization’s mission) and vertically cascaded down through the organization. Each successive measurement tier becomes more specific than its predecessor with the lowest tier describing individual contributor behaviors and resulting outcomes. A vertically cascaded performance measurement system drives alignment to the organization’s mission. The ... More About: Performance , Practice , Sure , Vertical , Vert
Organizational Performance Measures Best Practice 1 - Vertical Cascading
2007-07-07 04:58:00 Performance measurement systems should be anchored on the single measure of organizational success (defined by the organization’s mission) and vertically cascaded down through the organization. Each successive measurement tier becomes more specific than its predecessor with the lowest tier describing individual contributor behaviors and resulting outcomes. A vertically cascaded performance measurement system drives alignment to the organization’s mission. The ... More About: Performance , Practice , Sure , Vertical , Vert
Strategic Planning Introduction
2007-07-04 21:13:00 A company?s true value is largely determined by its long-term performance potential as shaped by management?s decisions made today. These decisions guide the translation of the company?s mission, its purpose for existing, into the products and services it provides and hopefully the market wants. Strategic planning is an iterative, ongoing process consisting of: Analysis: assessment of the ... More About: Planning , Introduction , Strategic Planning , Intro
Strategic Planning Introduction
2007-07-04 21:13:00 A company?s true value is largely determined by its long-term performance potential as shaped by management?s decisions made today. These decisions guide the translation of the company?s mission, its purpose for existing, into the products and services it provides and hopefully the market wants. Strategic planning is an iterative, ongoing process consisting of: Analysis: assessment of the ... More About: Planning , Introduction , Strategic Planning , Intro
Organizational Performance Measures Introduction
2007-07-04 18:18:00 Performance measures serve to align an organization?s efforts to the achievement of its mission. As part of a company?s evaluation and control program, they quantifiably monitor important characteristics of the company?s products and services and the performance of the individuals and processes creating them. Performance measures support managerial decision-making by providing useful information regarding: how efficient ... More About: Performance , Introduction , Sure , Intro , Perform
Welcome!
More articles from this author:2007-07-02 05:01:00 Welcome to StrategyDriven, the website dedicated to providing executives and managers with the planning and execution tools needed to create greater organizational alignment and accountability for achievement of superior results. We believe creation of a clear, forward-looking strategy, translatable to the day-to-day activities of all organization members, is critical to realizing success in today’s fast paced ... More About: General 1, 2, 3, 4, 5 |
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