Palladium Group, Inc.
Executing Strategy

White Papers


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Strategy Execution Champions: The Palladium Balanced Scorecard Hall of Fame Report 2014

Edited by Randall H. Russell, Director, Hall of Fame


In this tenth annual Balanced Scorecard Hall of Fame Report, we pay tribute to the 15 organizations that were inducted into the Palladium Balanced Scorecard Hall of Fame for Executing Strategy® in 2013. All are exemplars of strategy management discipline, achieved through their application of the Kaplan-Norton approach to strategy execution as embodied in the Palladium Execution Premium Process (XPP). The remarkable execution premiums these winners have achieved attest to the power of disciplined strategy management when it is successfully linked to operations.


Why HR is Critical to Strategy Execution Success

By Jade Evans, Manager


The single most important role a leader plays in an organization is to lead the execution of the strategy. Traditional leadership approaches fail to adequately prepare leaders to execute strategy, and HR can make a major contribution to address this issue. Our research confirms that effective leadership is one of the top two ingredients to successful strategy execution.


2014 Global State of Strategy and Leadership Survey Report

By James Creelman, Manager, Knowledge and Research Center; Jade Evans, Manager; Caroline Lamaison, Intern; and Matt Tice, Senior Managing Director, APAC


The Palladium Group 2014 Global State of Strategy and Leadership Survey, the latest in our bi-annual series, found that executives are acutely aware of impending challenges. The primary takeaway from this survey is that while organizations know how to adjust to disruptive change, very few are actually doing it. The minority of organizations that do adapt to these conditions are amply rewarded by their advantages over competitors.


Business Model Innovation: Innovating Your Business in a Changing World

By Ivan Choi, Principal and Global Innovation Practice Lead, with Matthew Tice, Senior Managing Director, APAC


Many executives find their organizations in a rapidly changing environment threatening the core profit engine. Today, most organizations rely too heavily on new product development and process improvements, both incremental innovation approaches that offer little respite to counter these disruptive forces and therefore lead to diminishing returns over time. This Palladium white paper gives an overview of Business Model Innovation (BMI), a new innovation discipline designed to help organizations change the way they create, capture, and deliver value.


Executing Strategy: The Critical Role of Culture

Part One: Creating a Strategy-Aligned Culture

James Creelman, Manager, Knowledge and Research Center and Sebastian Rubens y Rojo, Partner


Of all the challenges faced in a strategy management program, none provide greater obstacles than dealing with the cultural issues that arise in execution. When creating a strategy-aligned culture organizations should pay close attention to defining the desired cultural state and assessing the current state. Closing the cultural gap then requires defining the values that will support corporate strategy and a comprehensive program to bring those values to life. Leadership and culture being indivisible, top management has primary responsibility for driving the culture change by “casting the right shadow” in both their personal behavior and how they reward new behaviors in employees. The Balanced Scorecard and Palladium’s strategy execution methodology form a powerful framework for implementing a strategy-aligned culture and for driving an impactful cultural transformation program.


Strengthen Your Strategy through Business War Games

By John McClellan, CEO and David McMillan, Engagement Manager, CEO Services


War gaming helps forward-thinking organizations practice and stress-test their strategies. Interactive, experiential techniques allow leaders to model and anticipate the future, to understand potential stakeholder and competitive responses to strategic actions, and to determine how best to manage strategic risks.


Leadership for the Execution of Strategy: Global Research Report: Preparing your Leaders to Excel at Strategy Execution

Strategy execution is the most important job that any leader has in an organization and yet, too often we are not equipping our leaders to effectively execute strategy. Traditional approaches to leadership development are leaving leaders exposed and organizations failing to achieve breakthrough results. After 3 years of global research, with our partners Monash University, the University of Queensland and the Australian Research Council, Palladium has developed a highly integrated and practical model that will help equip leaders for their most important job. We researched over 1,000 organizations from across the world and spoke to C-Suite executives to identify the key factors that separate the winners and losers in organizational and market performance. In this white paper we explore what leading strategy execution means and how leaders can leverage our research and model to excel.


Creating Value through Dynamic Strategy Execution in Large Pharmaceutical Companies

In the ’80s and ’90s, large pharmaceutical companies were tremendously successful, with blockbuster drugs raking in billions of dollars annually and companies realizing double-digit revenue growth. Today, these companies are faced with challenges of a magnitude the industry has never experienced: blockbuster drugs are coming to a close, patents are expiring, competition from generic drugs is increasing, and the federal government’s influence as the single largest payer and provider of healthcare is expanding, a position which will be solidified by the roll-out of the Affordable Care Act. Additionally, despite investing hundreds of billions of dollars in R&D over the past decade, the industry has a significant innovation gap as a result of the changing value equation customers require of new product introductions. Blockbuster and me-too drugs, the traditional output of pharma’s innovation programs, are rapidly being replaced by more specialized, niche products that target a subset of patients in a disease state and offer reduced revenue potential.


Today’s Retail Banking Business Model: Challenges, Threats, Opportunities

Organizations Will Never Reach a New Destination Looking for the Same Guideposts
A storm of powerful forces is buffeting the retail banking industry. The Internet, non-traditional competitors, and regulators are redefining the nature of competition, as well as the fundamental principles of customer service. These challenges are exacerbated by the continuing anemic performance of the U.S. economy, brought on by the collapse of the mortgage and derivative markets five years ago. Palladium recently interviewed a broad range of senior retail banking executives to capture their views of industry challenges and of how the prevailing business model must change in the next three to five years to tackle pressing challenges, threats, and opportunities. While we captured many perspectives, we were struck by the familiarity of the challenges and of the potential solutions. In many ways, the industry is fighting battles from five, ten, and even twenty years ago with similar tactics and armaments. If the challenges themselves are not new, nor the potential solutions, why has the industry not made greater progress?


Delivering Tangible Value from Your Strategic Initiatives

Too many organizations see their strategic initiative fall short of their goals and not deliver the transformational improvements management - and shareholders - expect. Why? One root cause we see time and time again is an installation mindset. Most organizations define initiative success criteria in terms of budget and schedule. With a laser focus on budget and schedule, initiative teams march towards the completion date, reach the finish line of project completion, and declare victory, unfortunately prematurely. Six months later, the bottom line is unchanged. What is missing is focus on the real finish line: harvesting the economic value of the initiative. This requires a realization mindset.


Managing Alliance Strategy & Risks (Enhancing and Protecting Deal Value)

Alliance managers are charged with helping their respective organizations create value through collaboration, and companies that excel at value creation achieve a sustainable source of competitive advantage. Alliance partners often bring very different perspectives, cultures, and business models to the alliance, and much of the art of alliance management focuses on bridging those gaps and creating a shared, often new, way of doing business to create significant value for both partners. And yet, in spite of highly developed alliance management practices, many alliances fail to achieve their goals.


War Game

Since 2008, economic instability, uncertainty and risk management have been regular topics of discussion around the world’s boardrooms and executive suites. Much has been written about the need for organizations to place greater emphasis on uncertainty and risk in the planning process, yet in our experience most organizations are ill equipped to manage these challenges, much less predict them.


Strategy Execution: A Competency that Creates Competitive Advantage

The execution of strategy is how an organization creates value for its shareholders. Nothing is more important, and 85-90% of organizations fail to execute their strategies. This white paper by Dr. David P. Norton describes six management best practices that make a difference.


Leveraging Planning Processes to Bridge Strategy and Execution

The planning process defines how an organization translates its strategy into action, and aligns resources to their strategic priorities. This white paper defines a holistic approach to successfully leverage planning processes to enable sustainable and successful execution of strategy.


Link Strategy and Operations to Achieve Strategy Execution Excellence

Only when strategy is linked to operations can we say an organization is executing its strategy. In recognition of this challenge, IBM sponsored a study to examine the dynamics of linking strategy and operations. This white paper reports on the results of the study, with special focus on the role of technology.


Linking Information Architecture to Enterprise Strategy

The pressure on CIOs today has never been stronger, and many organizations struggle to take an enterprise view of their information assets. Research indicates that many organizations suffer from four key barriers that hinder their ability to leverage their data assets.


Mitigating Risk in Healthcare

Healthcare organizations that are able to link a clearly-defined strategy with day-to-day operations through the use of measurement and related processes are able to both reduce risk and achieve an execution premium. This white paper outlines processes to help articulate strategy, establish the right measures and targets, develop key performance indicators, and invest in the portfolio of strategic initiatives.


Operational Excellence: The New Lever for Profitability and Competitive Advantage 

Managers must link strategy to operations; that is, they must identify the specific work processes and actions needed to reach the strategic objectives the company has defined. The paper introduces an important study on linking operational excellence to strategy execution and demonstrates how operational excellence is a critical and necessary component for successful strategy implementation.


Red Lights and Green Monsters: Designing Next-Generation Dashboards

Tools to track the progress of baseball games have evolved from manual scoreboards displaying runs, hits, and errors to elaborate, web-based applications presenting graphical displays of dozens of key statistics. Similarly, advances in technology have enabled dashboards to evolve from simple online reports with basic variance traffic-lighting to sophisticated operational and analytical tools. This white paper highlights four key components of next-generation dashboard design.

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