Articles
Using Dashboards to Revolutionize Your Performance Management System, Part 2: Implementation
by Mark J. Lorence
Balanced Scorecard Report, March-April 2010
Mark Lorence examines three key considerations of dashboard implementation, offering valuable do's and don't's from actual implementation projects.
One If by Land, Two If by Sea: Using Dashboards to Revolutionize Your Performance Management System, Part 1
by Mark J. Lorence
Balanced Scorecard Report, January-Febuary 2010
It takes more than a strategy map and Balanced Scorecard to guage how well your organization is linking strategy and operations.
Risk Management and the Strategy Execution System
by Robert S. Kaplan
Balanced Scorecard Report, November-December 2009
Besides rethinking strategy, perhaps nothing has preoccupied business leaders these past months more than their failures in risk management.
Integrating Risk Management into the Strategic Planning Process at Canadian Blood Services
by Dodge Bingham
Balanced Scorecard Report, November-December 2009
A summary example from veteran BSC user Canadian Blood Services is showcased in this case snapshot.
Leadership Development as the Key to Organizational Change (and Success)
by Marcus Pitt
Balanced Scorecard Report, September-October 2009
Organizations that ensure their top managers possess both leadership and management skills are the best equipped to lead change, execute strategy, and compete effectively. Pfizer Global Manufacturing's West Ryde facility offers a prime example.
Why You Need a Business Competency Center
by Brian Litofsky
Balanced Scorecard Report, July-August 2009
Like most management systems, BI and PM systems don't just maintain themselves, let alone evolve on their own.
Leading in an Uncertain World: Make Better Decisions (and Decisions Better)
By David Friend
Balanced Scorecard Report, May-June 2009
Palladium CEO David Friend discusses how to make better decisions in a turbulent and complex world.
How A Management System Helps You Cope with a Recession
By David P. Norton
Balanced Scorecard Report, May-June 2009
David Norton examines how to change your strategy map to get through an economic downturn.
Behind The Big Picture
by Mike Cochrane and Brian Litofsky
Information Management Magazine, May 1, 2009
Industry convergence mandates a holistic BI and performance management approach.
Transforming Operational Planning and Review into an Operating Strategy System
by Michael Contrada
Balanced Scorecard Report, March-April 2009
An integrated picture (and definitive overview) of the key components of the operational planning and review processes that are part of the six-stage Execution Premium management system.
5 Steps to Data Governance
by Mike Cochrane
Information Management Magazine, March 2, 2009
Challenges will surface when balancing the many parts involved in data governance, but a comprehensive program will keep everything in check.
Master Data Management: Avoiding Five Pitfalls of MDM
by Mike Cochrane
Information Management Magazine, February 4, 2009
A careful strategy will position your MDM program for success.
Best Practices for Best Practice Sharing
by Patricia R. Bush
Balanced Scorecard Report, January-February 2009
Vice President Patricia Bush shares her thoughts on the best way for employers and employees to share their best practices.
Managing Strategy with External Partners
by Robert S. Kaplan, Asís Martínez-Jerez, and Bjarne Rugelsjøen
Balanced Scorecard Report, January-February 2009
Robert Kaplan, Asís Martínez-Jerez and Bjarne Rugelsjøen examine how to manage strategy when working with other external institutions.
Protect Strategic Expenditures
by Robert S. Kaplan and David P. Norton
Harvard Business Review, December 2008
Robert Kaplan and David Norton share their unconventional wisdom in a downturn.
Linking Strategy to Operations: Six Stages to Execution
by Andrew Pateman
Business Performance Management, December 1, 2008
The creators of the Balanced Scorecard recently defined a holistic model for corporate management, from developing an appropriate strategy to ensuring that activities within operational functions are adequately supporting that strategy.
Making the Right Decision with Unstructured Information
by Mike Cochrane
DM Review Magazine, December 1, 2008
Results are driven by having the right strategy and the right information, both structured and unstructured.
How to Write Performance Analysis That Truly Enhances Decision Making
by David McMillan with Barnaby Donlon
Balanced Scorecard Report, November-December 2008
David McMillan and Barnaby Donlon teach you the techniques to use performance analysis to enhance decision making.
What is your Strategy Management Philosophy?
by David P. Norton
Balanced Scorecard Report, November-December 2008
David Norton discusses how the Balanced Scorecard school of thought compares to other management philosophies.
Using Unstructured Information to Provoke Thoughtful Decisions
by Mike Cochrane
DM Review Magazine, November 1, 2008
To be proactive in today’s competitive markets requires the consideration of both structured and unstructured information.
Technology Components of a Scalable Architecture
by Mike Cochrane
DM Review Magazine, October 1, 2008
All of the components of a business intelligence architecture must independently scale horizontally and/or vertically or through specific functionalities.
Resource Capacity Planning in the Strategy Execution System
by Robert S. Kaplan
Balanced Scorecard Report, September-October 2008
Robert Kaplan explains how to integrate resource capacity planning into the Strategy Execution System.
Tool Time for the Information-Empowered Organization
by Mike Cochrane and Brian Litofsky
DM Review Magazine, September 1, 2008
The most important aspects of performance management tools: best practices in selection, alignment to enterprise needs, migration from disparate toolsets and adoption and support of enterprise information tools.
The Office of Strategy and Management: Emerging Roles and Responsibilities
by Robert S. Kaplan and David P. Norton
Balanced Scorecard Report, July-August 2008
Robert Kaplan and David Norton explain the evolving responsibilities and roles of their concept of the Office of Strategy and Management within a company’s framework.