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Saturday , November 01 , 2014
You are here:  Resources  >  Articles & White Papers

Align the Organization: People, Purpose & Performance

By Howard Rohm & David Jalili
Could your organization improve its performance if communication clarity was improved?  Does employee work align with organization goals?  Do departments focus on activities within their own silos, leading to inefficiencies in customer facing processes that cut across multiple departments?
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A Kite with a Broken String - The Balanced Scorecard

By Gary Cokins
How do executives expect to realize their strategic objectives if all they look at is financial results? Any strategic measurement system that fails to start with a strategy map and/or reports measures in isolation is like a kite without a string. There is no steering or controlling.
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Kite

 

Customer Value Proposition –The Basis of an Organization’s Strategy

By Peter Ndaa
A common challenge for organizations is knowing when and how to shift the emphasis of their value proposition at different stages of their product or industry life cycles. Successful organizations consciously factor the need to adapt their strategy over time.
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Customer Value Proposition

 

Strategic Themes - How Are They Used and WHY?

 

By Gail Perry
Strategic Themes are essential elements that form the foundation for a balanced scorecard. However, once the scorecard is built, the fundamental role they play is not always clear to the naked eye.
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Strategic Themes - How Are They Used and WHY?

 

Themes of Confusion 

By David Wilsey
Many practitioners find it difficult to teach their employees what a strategic theme is. Read this article to see how gorillas and Phil Collins can help.
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The Gorilla Theme

 

Build Innovation Into Your Strategy 

By Dan Montgomery & Gail Perry
Innovation can include both paradigm-busting breakthroughs and incremental improvements in existing products or services. Read more to see how an organization can articulate, align, and communicate how innovation fits into its overall strategy.
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Build Innovation Into Your Strategy

 

Evaluation of a BSC System and its Implementation

The Institute is often approached by organizations that have implemented a balanced scorecard system but are not achieving the results they desire. Once your scorecard is built and implemented, how do you ensure its ongoing health and effectiveness?
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Evaluating BSC Systems

 

How to Measure Innovation 

By Mark Malinoski & Gail Perry
This is the first in a series of articles that addresses how to measure difficult concepts such as innovation.
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How to Measure Innovation

 

The Ultimate Balanced Scorecard Sports Metaphor 

By David Wilsey
So exactly how is the balanced scorecard like Joe Montana throwing to Dwight Clark to win the Super Bowl?
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Balanced Scorecard Metaphor

 

Linking Sustainability to Corporate Strategy 

By Howard Rohm and Dan Montgomery
A balanced scorecard system aligned with principles of the "Triple Bottom Line" offers a way to accomplish social and environmental goals while integrating them with financial performance and competitive advantage.
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Sustainability

 

Evidence of a Mature Scorecard: The Power of Alignment! 

By Gail Perry
While talking to a reservationist whose job it is to answer phones and book local flights, it was suddenly clear that this person was clearly attuned to the big-picture strategy and performance of not only her organization, but of her government.
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Alignment in Botswana

 

The Strategic Management Maturity ModelTM 

Many Institute clients ask a similar question: where do we stand compared with other high performing organizations in terms of strategy management? Answer: use the SMMM to assess your performance!
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Strategic Management Maturity Model

 

Strategy-Based Balanced Scorecards for Technology Companies

By Howard Rohm & Mark Malinoski
The Balanced Scorecard as a Technology Company's Strategic Planning and Management System.
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Technology Scorecard

 

Any Strategy in Your Strategic Plan? 

By Howard Rohm
Is your strategic plan devoid of strategy? Read the latest article by Institute CEO Howard Rohm to find out.
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 strategy

 

A Balancing Act

By Howard Rohm
A seminal article about how to implement a Balanced Scorecard.
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perform magazine

 

Sustaining New Directions

By Howard Rohm & Larry Halbach
A sequel to a Balancing Act about how to implement and sustain a balanced Scorecard.
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perform magazine

 

Using the Balanced Scorecard to Align Your Organization 

By Howard Rohm
Balanced Scorecards, when developed as strategic planning and management systems, can help align an organization behind a shared vision of success.
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balanced scorecard puzzle pieces

 

Improve Your Performance "News"

By David Wilsey
Thanks to Facebook, Twitter and breaking news email alerts, employees know that a vague acquaintance ate corn flakes for breakfast and the stock market crashed 5 minutes ago, but they have no idea how their organization is performing towards its strategic goals.
Read This White Paper to Find Out Why

balanced scorecard web 2.0

 

Scorecard Driving Strategy at Veolia Water North America 

With a new CEO and ambitious revenue goals, Veolia NA first successfully implemented a balanced scorecard and then integrated the scorecard deeper into its organization using an e-learning tool.
Read More About This Success Story

Veolia Water

 

Award for Excellence: AMEDD Finds Direction

The Army Surgeon General and Commander of the US Army Medical Command champion the use of the balanced scorecard as "the principal tool by which they improve operational and fiscal effectiveness and better meet the needs of patients and stakeholders."
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US Army Medical Command

 

Success Story: NMDP Turning Vision into Action 

The new strategic planning effort at the National Marrow Donor Program, dubbed Vision into Action, has driven creative thinking around how to improve efficiencies and cost effectiveness and get people thinking about how NMDP could more than double transplant volumes within five years!
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Read the Entire Case Study >>
View the NMDP Strategy Map >>
View the NMDP Department Strategy Map >>

 strategy

 

Award for Excellence 

The Institute honors Mecklenburg County, NC with an Award for Excellence. The County's focus on citizens has successfully transformed the county government and positioned it for a tough economy.
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Read the Entire Case Study >>

Charlotte, NC

 

Make Performance Improvement Strategic

By Howard Rohm
Have you ever wondered if your performance improvement interventions are aligned with corporate strategy? Read this ISPI Performance Express article to find out.
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 strategy

 

Improving Government Performance

By Howard Rohm
Do your government leaders have a clear strategy? Is that strategy communicated with clarity? Do you have a disciplined way of prioritizing between competing progams and services under tighter and more strigent budgets?
Read More>>

government performance

 

Putting Out Fires (Literally) with a Balanced Scorecard

The Northwest Fire District (AZ) needed to re-create its strategic plan and decided to use the Institute’s Nine-Steps® framework in an effort ensure the plan was reflective of the needs of its stakeholders.
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Read the NWFD Strategic Plan >>

fire district strategic planning

 

What is a Balanced Scorecard? 

The balanced scorecard is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organizational performance against strategic goals.
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More Balanced Scorecard Resources>>

balanced scorecard

 

What Should You STOP Doing? 

By Gregg Fellows
With the economy still in "transition," many executives are cautiously thinking about strategies to recover, recapture adn rebuild. Many stalled initiatives are being funded and gaining traction. But are those re-ignited initiatives the right investments today? What should you be doing? Or, just as important – what should you stop doing?
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prioritization

 

5 Goals for the Performance Measure Practitioner

By Stacey Barr
It's time to take performance measurement and management seriously. We've wasted too many years playing around at the edges of measuring performance in our organizations.
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goal setting

 

What Should Your Company Measure Besides Financial Results?

By Will Kaydos
Most people don’t recognize that performance measurement lies at the heart of the improvements we humans have made in our standard of living in the past few centuries.
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financial results

 

The Deming Cycle

By Paul Arveson
W. Edwards Deming in the 1950's proposed that business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirements.
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W. Edwards Deming

 

A Process Improvement Archive 

Compiled by Paul Arveson
Ever wondered what Affinity Diagraming, Cause-and-Effect Diagrams, Pareto Charts and Flowcharts are all about?
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process improvement help

 

Survey Development Primer 

Compiled by Paul Arveson
Many times balanced scorecard measures depends on data collected by surveys. This article includes excerpts from authorities on survey design and survey methods, providing some of the basic principles used to develop a survey for supporting the balanced scorecard.
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survey primer

 

5 Steps to Find the Right Measures 

By Stacey Barr
How to find the right measures is the most asked question in the field of performance measurement. And it's little wonder, because the more meaningful measures track outcomes which tend to be less tangible than the traditional things we've measured, like how many widgets we produced.
Read More >>

 strategy

 

 

Latest Blog Entries

How a Benchwarmer Won the Game

By: Gail Stout Perry

A rarely-used Major League Baseball backup player who spent the entire game (and most of the season) on the bench made a game-winning play…from the bench.  Yes, you read that correctly. It wasn’t a highly paid player on the field.  The game was won by someone sitting on the bench.  How is this possible?  
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Identify Strategic Thinking with One Simple Question

By David Wilsey

Are your employees strategic thinkers? Are you?  How can you tell? How one answers one question is a dead giveaway.
Author: David Wilsey
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Gaming the System at the VA

By: Howard Rohm

Imagine you take your car to the car dealer to get serviced. Before you give your car to the service manager you see the following performance statistics posted on the wall:
  • Average time to wait for an appointment after requesting one—27 days
  • Number of people who requested an appointment but didn’t get one—46,000
Not too reassuring is it. Would you leave your car or look somewhere else?
Author: Howard Rohm
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4 Reasons Business Intelligence Systems are Like an (Unused) Gym Membership

By: David Wilsey

My business intelligence (BI) and analytics software salesman friend said something interesting to me the other day over lunch. He said, “I don't sell software, I sell gym memberships. When someone joins a gym they are not really buying the membership. They are buying the dream of improved health and a better physique. Their intention is to work out every day and fulfill that dream, despite the fact that few people ever actually follow up. Selling BI software is the same way. I'm not selling the software; I’m selling the dream of improved insight and competitive advantage.”
Author: David Wilsey
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Don’t Be THAT Guy!

By Gail Stout Perry

We receive the funniest “help me!” calls here at the Institute.  While they probably aren’t good enough for their own reality show, these calls do provide us with some comic relief around here.   
 
Recently, we fielded another call to add to our “are you kidding me?” file.  
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