Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven examines the relevance of ‘execution’ – a term that is very much in vogue on the business landscape – for those involved in strategy implementation and the Balanced Scorecard.

The author presents three important arguments. Execution is a discipline integral to strategy, a core element of an organization’s culture, and the major job of the business leader. In fact, these are organizational imperatives, argues the author.

Internal Process Perspective - Achieve the customer value proposition, enhance revenue and increase efficiency.

Saatchi & Saatchi Worldwide - Scorecard an essential tool for managing the organization, from setting priorities to allocating resources to managing performance.

Other articles 

• Strategy Maps
• Cause and Effect

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven argues that the discipline of Cost Management must evolve to face the realities of the new economy and meet the rapidly changing information needs of today’s decision makers. Cost Management, like finance, is finding out that the new mandate calls for providing the information companies need to produce the value their customers demand.

A focus on the importance of performance measurement is an integral component of the evolution Cost Management is undergoing. In this context, the Balanced Scorecard has emerged as a proven and effective performance measurement tool as organizations seek to succeed at strategy implementation and translate intangible assets into real value for stakeholders.

Customer Perspective - A vital for all companies, regardless of the industry to track their success from the eyes of their customers.

The peril of the Budget focused organization - The need for understanding the business to develop a more adaptive performance management model through "Beyond budgeting" a powerful idea and superior alternative to the conventional budgeting approach

Other articles 

• Aligning Board of Directors
• Strategy Implementation

Summary

Management writer and educator James Creelman is, in the words of David Norton, co-creator of the Balanced Scorecard, ‘the foremost chronicler and historian of the Balanced Scorecard movement.’ Author/co-author of 16 important management reports and books, James Creelman answers a question about how to get the right balance of strategic objectives in a Strategy Map, so that it does not become unmanageably complex or far too simple with no meaning.

Financial Perspective - focuses on objectives and measures relating to a company’s effectiveness in delivering shareholder value, growing revenue, and enhancing productivity

Choosing a Strategy - Architecting a Balanced Scorecard requires organizations to master four techniques - effective strategic mapping, selection of the right strategic measures, selection of the appropriate strategic targets and choosing the right strategic initiatives

Other Articles

• Aligning Compensation
• Giving Resources to Execute strategy

Summary

It is an acknowledged fact that the active support and involvement of the senior management team is the most important success factor in an enterprise performance management or Balanced Scorecard initiative. So influential is this success factor that the creators of the Balanced Scorecard initiative have made ‘mobilizing change through executive leadership’ one of the five principles for building a strategy-focused organization.

Welcome to the first EPM Review Newsletter

Execution and the Balanced Scorecard - Execution is a discipline integral to strategy

Creating an adaptive enterprise - A series of interviews recognized experts respond to questions about some of the persistent issues facing leaders, as they seek to create an adaptive enterprise and achieve new levels of performance.

Other Articles

• Strategy Communication
• Executing Strategy with the Balanced Scorecard
• How can the HR and other staff functions benefit from the Balanced Scorecard?