
Execution Excellence
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Content
- Execution Excellence: Making Strategy Work Using the Balanced Scorecard
- Contents
- Preface
- Acknowledgments
- Part I: The Real World of Strategy
- Chapter 1: The Global Business Environment in Today's Flat World
- So Where Do We Go from Here?
- What Does That Mean?
- Chapter 2: The Evolving Role of Strategy
- Blue-Sky Strategy
- Back-to-Basics Strategy
- Chapter 3: Strategy Formulation
- External Assessment
- Internal Assessment
- Chapter 4: Strategy Execution
- Chapter 5: The Business Planning Process
- Ownership
- Part II: Introducing the Balanced Scorecard
- Chapter 6: Introducing the Balanced Scorecard
- History
- Basic BSC Framework
- Design
- Implementation
- Cascades
- Individual BSC
- Using the BSC to Formulate Strategy
- Chapter 7: Challenges in Implementing the Balanced Scorecard Successfully
- General Challenges
- Design Challenges
- Implementation Challenges
- Part III: Challenges in Balanced Scorecard Design
- Chapter 8: Designing the Strategy Map
- Introduction
- Design Methodology
- Strategy Map Design Components
- Financial Perspective
- Customer Perspective
- Internal Perspective
- Learning and Growth Perspective
- Impact of Industry Customization and Support Functions on Strategy Map Design
- Strategy Map Design for Nonprofit and Government Organizations
- The Concept of the Linkage Model
- Designing a Lite Version of a Strategy Map for Board Reporting: Strategic Themes
- Chapter 9: Defining Objectives
- The Bad Way
- The Good Way
- Customer Objectives
- Chapter 10: Picking Owners
- Owning the Formulation
- Owning the Execution
- How Does Ownership Really Work in a BSC Meeting?
- BSC Ownership versus Individual Performance Measures
- Chapter 11: The Art of Measurement
- Introduction
- Financial and Non-financial Measures
- Lead and Lag Measures
- Strategic versus Non-strategic Measures
- Financial Measures
- Customer Measures
- Internal Perspective
- Learning and Growth Measures
- Measurement Formulas
- Data Sources
- What about Missing Data Sources?
- How Many Are Enough?
- Chapter 12: Units and Frequency of Measurement
- Units of Measurement
- Key Milestone Indicators (KMS)
- Decimals
- Frequency of Measurement
- Chapter 13: Target Setting
- Target Intensity
- How Many Targets to Set of Each Kind?
- Target-Setting Benchmarks
- Target Calculation
- Chapter 14: Initiative Alignment
- Chapter 15: Designing Cascades
- Introduction
- The Next Level Cascade: Functional Organization
- Multi-divisional Structures and Cascades
- Chapter 16: Aligning Individual and Enterprise Performance
- Introduction
- The Right Way
- Measures
- Cascading Weights and Measures
- Bands
- Part IV: Challenges in Implementation
- Chapter 17: Selecting the Right Balanced Scorecard Coordinator
- Introduction
- The BSC Coordinator
- Role in the Design Phase
- Role in the Implementation Phase
- Picking the Ideal BSC Coordinator
- Cascade Coordinators
- Chapter 18: Get Ready for the First Reporting
- Introduction
- Timelines
- The Accuracy of a Measure
- You Missed the Start of the Year
- Chapter 19: How Should the First Meeting Run?
- Introduction
- Deck Pre-distribution
- BSC Coordinator's Role
- The Discussion
- The Discussion on Initiatives
- What Makes a Project a Top-10 Project?
- Tracking the Benefits
- Meeting Closure
- What about the Cascade Scorecard Meetings?
- Conclusion
- Chapter 20: What about Scorecard Automation?
- Introduction
- The Excuse to Automate
- When to Automate?
- Components of BSC Automation
- The Automation Process: The Data Challenge
- Benefits of BSC Automation
- Chapter 21: What Happens After a Meeting?
- Introduction
- Circulation of Post-meeting Deck
- Follow-up Action
- Complaining
- Ensure Cascade Alignment
- Initiative Action
- An Unfortunate Case Study: Blowing up a $5 Billion Company
- Chapter 22: The Communication Challenge
- An Unfortunate Case Study: Paper on the Walls
- Start at the Design Stage
- At the Reporting Stage
- Board Reporting
- Using It to Build a Training Agenda
- Chapter 23: What Happens If Performance Does Not Improve?
- Introduction
- It's Not a Formula 1 Car
- What If There Is No Cause and Effect?
- Too Many Reds
- The CEO is Not Pushing the Agenda
- The Ownership of the Strategy Is Wrongly Placed
- The BSC Coordinator Has Taken Over the Agenda
- The CEO Stops Attending the BSC Review
- Chapter 24: Running a Best-in-Class Project Management Office
- Everything Is a Project
- The Evolving Landscape of Project andProgram Management
- The Program Manager's Role
- An Effective PMO
- PMO Knowledge Areas
- PMO Process Groups
- PMO Maturity Levels
- PMO Types and Approaches
- Critical Success Factors to Set Up an Effective PMO
- Linking the PMO to Strategy through the Balanced Scorecard
- Chapter 25: Oops. The Strategy Has Changed
- Introduction
- Midyear Strategy Change
- Annual Strategy Review
- Part V: Conclusion
- Chapter 26: Conclusion
- Make Your Strategy Positive
- Execution Is about Focus
- Focus and Measurement
- Ownership
- Stay on Track
- Youth Matters
- Gray Hair Matters
- Appendix A: Industry and Function Specific Strategy Maps and Scorecards
- Appendix B: Bank Case Study
- Appendix C: Textile Company Case Study
- Appendix D: Travel and Tourism Case Study
- Appendix E: Illustrative Financial Measures by Industry
- About the Author
- Index
- End User License Agreement
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