Strategic Planning
“When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind”. – William Thompson (Lord Kelvin), 1824-1907
“Not everything that can be counted counts, and not everything that counts can be counted”. Albert Einstein.
Strategy has both a hard side and a soft side. The hard side involves describing strategy (with maps and measures) and executing it (with processes and procedures). The soft-side involves leadership, culture and framework – all prerequisites for organizational change. To execute strategy is to execute change at all levels of an organization.
SMB Value Partners helps clients navigate the changing landscape by utilizing the Balanced Scorecard Strategic Planning Methodology. These strategies help define new customer value propositions, new products, new work processes, new skills, and new technologies and generate new cultures within an organization. The Scorecard assists organizations in overcoming two key issues: effective organizational performance measurement and implementing strategy.
“Not everything that can be counted counts, and not everything that counts can be counted”. Albert Einstein.
Strategy has both a hard side and a soft side. The hard side involves describing strategy (with maps and measures) and executing it (with processes and procedures). The soft-side involves leadership, culture and framework – all prerequisites for organizational change. To execute strategy is to execute change at all levels of an organization.
SMB Value Partners helps clients navigate the changing landscape by utilizing the Balanced Scorecard Strategic Planning Methodology. These strategies help define new customer value propositions, new products, new work processes, new skills, and new technologies and generate new cultures within an organization. The Scorecard assists organizations in overcoming two key issues: effective organizational performance measurement and implementing strategy.
Organizational Performance Measurement
Question: “In your organization, do you consider measurements to be a critical factor in your success, and if so, does your organization possess strengths in this area? If you answers are yes and no, respectively, consider balancing the accuracy and integrity of your financial measures with the drivers of future financial performance.
Implementing Strategy
Question: “What are the most significant barriers to strategy execution in business today?” What if we stated that the most significant barrier is that only 10% of organizations actually execute the strategy that they develop (Source: Robert S. Kaplan and David P. Norton). The most common reasons are: 1) Vision Barrier. Only 5% of the workforce understands the strategy, 2) People Barrier. Only 25% of managers have incentives linked to strategy, 3) Management Barrier. 85% of executive teams spend less than one hour per month discussing strategy, and 4) Resource Barrier. 60% of organizations don’t link budgets to strategy. If this reminds you of your company, if your structure is hampering your employee’s ability to understand and act on your company’s strategy, how can they be expected to make effective decisions that will lead to the achievement of your goals?
SMB Value Partners can help your organization balance the historical accuracy and integrity of financial numbers with the drivers of future success. The Balanced Scorecard framework enforces a discipline around strategy implementation. We work with our clients to carefully translate their strategies into objectives, measures, targets and initiatives in four balanced perspectives: Financial, Customer, Internal Processes, and Learning and Growth. Our clients find that linking this framework to key management processes such as budgeting, compensation, and alignment helps overcome the barriers to implementing the business strategy they have worked so hard to develop.
SMB Value Partners can help your organization balance the historical accuracy and integrity of financial numbers with the drivers of future success. The Balanced Scorecard framework enforces a discipline around strategy implementation. We work with our clients to carefully translate their strategies into objectives, measures, targets and initiatives in four balanced perspectives: Financial, Customer, Internal Processes, and Learning and Growth. Our clients find that linking this framework to key management processes such as budgeting, compensation, and alignment helps overcome the barriers to implementing the business strategy they have worked so hard to develop.