In this Strategic Planning training learn to map and measure the strategy and Creating metrics that will populate a balanced scorecard, allowing for the measurement of the strategy’s execution, and the measurement of its validity. Real strategy is one of the most poorly understood management areas. Most strategic planning consists of little more than issuing goals and assigning projects and tasks-then producing a giant tome that no one ever reads.
However, real strategic planning should begin with the establishment of a theoretical foundation for how to take the organization to the next goal on the road to its visionary future. It should then involve creating a cause and effect plan for how to achieve that theory’s execution. Strategy Mapping, developed by Norton and Kaplan at the Harvard Business School, is the most elegant and effective means to accomplish all of these goals. It not only allows for an articulation of strategy in theoretical and cause and effect terms, but does so on a one-page flowchart that EVERYONE in an organization can understand. When people understand why they are doing something, they do it better. The strategy map is the foundation of a strategically aaligned organization.
However, real strategic planning should begin with the establishment of a theoretical foundation for how to take the organization to the next goal on the road to its visionary future. It should then involve creating a cause and effect plan for how to achieve that theory’s execution. Strategy Mapping, developed by Norton and Kaplan at the Harvard Business School, is the most elegant and effective means to accomplish all of these goals. It not only allows for an articulation of strategy in theoretical and cause and effect terms, but does so on a one-page flowchart that EVERYONE in an organization can understand. When people understand why they are doing something, they do it better. The strategy map is the foundation of a strategically aaligned organization.
Areas Covered in the seminar:
- Overview of the conventional strategic planning scenario -why it is insufficient
- The hypothetical nature of strategy
- Creating scenarios and choosing a theory
- Building the strategy map, starting with top level goals, usually financial
- Distinguishing the customer differentiator in terms of the strategy map
- Analyzing and determining the necessary process-related projects essential to the strategy, and their causal links
- Crafting the essential values,skills, competencies, technology and capacities without which the strategy will fail
- Creating metrics that will populate a balanced scorecard, allowing for the measurment of the strategy’s execution, and the measurement of its validity
Who Will Benefit:
- All executive leaders, CEOs, COOs, VPs
- Anyone responsible for producing organization-wide results
- Human Resource Professionals
- Management Consultants hoping to work with clients on building ’Powered by Principle’ organizations
- Professional Directors
Course Provider
Amie Devero,
