...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...recording critical process and end results of construction projects to yield a better definition of key performance indicators. Finding performance indicators is important because they can be measured and compared to real work processes and focus attention on creating efforts to change the work environment into a high level safety zone. Many companies have taken notice of OSHA and their research findings gathered on construction. OSHA has made clear that a positive way to handle improving site safety is to follow safety performance indicators. OSHA has promoted a technique using positive reinforcements and indicators to produce a more forthcoming worksite. An effective way to measure the performance of safety on the work site as suggested by OSHA is using a systems performance metrics. In doing this OSHA has solved problems such as how to measure the safety performance and how to determine the necessary indicators. “To effectively manage anything, you must first be able to successfully measure it-safety is no different and indicators are only accurate for safety enhancement when they target the correct area.”(6) The safety metrics will be discussed later but first we must look at the elements that make up the metrics. The metric is designed to act like a formula. In this case the formula is balanced to equal incidents or accidents. On the other side of the equation are the leading indicators. For construction we look at four main indicators:...
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...Leading High Performance Teams – Larry Allen For our organization to become and remain successful, our teams must perform at a high level. We are committed to empowering and equipping our teams to successful, to become high performing teams. This approach is outlined well by Howard M. Guttman, in his article in CEO Magazine, Leading High-Performance Teams – “Horizontal, high performance teams with real decision-making clout and accountability for results can transform a company” (Guttman, 2008). Individuals perform better when they a part of a high performing team, and high-performing teams make successful organizations. Our organization’s application of Guttman’s concept of horizontal teams, are staff functioning not as hierarchical groups, but organic cross-functional, high-performance teams. As a new manager, you are leader not of only those that report to you, but you are a though leader. Think of yourself as a leader who happens to have people reporting to you, because that is exactly what your new role entails. Your first few days as a new manager can be a little intimidating, but be assured you’re not alone. Perhaps you can recall your first few days of high school. Those beginning days were likely not very productive. Most of your time, energy, and focus was probably spent figuring where your locker was, how to get to class, and not doing something to embarrass yourself. Likewise, the early days of leading your new team can be equally unproductive as team...
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...Building high performance, result oriented teams © all right are reserved by Possibilities (Pvt) Ltd. A truth about life is our interdependence. Everything we accomplish within an organization is through the efforts of people working together. In spite of our technological advances, our competitive advantage lies in our ability to work effectively with other people. OUTCLASS TEAMS™ utilizes extensive group activities that help participants learn and practice new skills. Using techniques of debriefing, learnings are linked with their workplace application. In a highly interactive environment, team members have fun while learning principles and skills to ensure that they communicate, resolve conflicts, solve problems, make decisions and maintain a positive social environment. www.possibilities.net.pk Building high performance, result oriented teams Discovering ways to contribute positively to team Aligning with the bigger picture of the organization Generating emotional energy through trust Learn the principles and advantages of High Performance teams Be able to give and receive feedback effectively Understand the dynamics of how teams work Actually teaming up with your colleagues Building a winning team Goal Achievement Accelerating motivation Foster trust in the organization's leadership Create an atmosphere of openness and honest information exchange within the organization www.possibilities.net.pk www.possibilities.net.pk Building high performance...
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...Aligning Employees Leading Strategic Change Robert S. Kaplan Marvin Bower Professor of Leadership Development, Emeritus Copyright © President & Fellows of Harvard College Align employees to the strategy: Four HR processes 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management. How do we align employees to the strategy? 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based Communicate “seven times seven different ways” to make strategy everyone’s job Personal relevance brings the strategy to life Sustained communication uses different channels to get the message across • Leadership meetings • CEO random visits to employees • Dear Colleague Quarterly Letter in Mellon News • Learning lunches & informal discussions • Intranet • Working groups facilitated by HR • Staff briefings Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol European...
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...Management Functions of Management Paper Systems Material Handling, SMH, is the world’s largest supplier, and manufacturer of aftermarket replacement parts for the powered lifting equipment industry. Lifting equipment includes forklifts, order pickers, pallet jacks, and aerial work platforms, just to name a few classifications. Doing business on a worldwide stage requires SMH to manage resources and assets efficiently to remain competitive. Managing a supply chain, and employees which are on every major continent, except Antarctica; means at least adhering to the four conventional functions of management: planning, organizing, leading, and controlling. Following these principles with discipline and consistency can allow a company to actualize objectives with miniscule waste of resources. Planning as described by Bateman and Snell, in Management: Leading and Collaborating in a Completive World, is the function of management, which repeatedly makes decisions about the goals and enterprises that an organization will work toward. Within the last two years SMH made the decision to push for increased quality levels of all the products the company procures or manufactures. Company executives created a quality department, staffed with individuals with varied engineering, mechanical, and parts experience. SMH empowered this department to make decisions that affect the strategic value of the company by approving, or rejecting items based upon tightening technical specifications. ...
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...The Four Functions of Management Timothy John Barabin Grantham University Abstract The paper discusses the definitions of the four functions of management; Planning, Organizing, Leading, Controlling, and their effect on organizational success. Keywords: organization, , management, planning, leading, organizing, controlling There are four main functions of a manager's responsibility that needs to be completed. That is planning, organizing, leading and controlling. Normally employees only get to see the last two. Leading and controlling, but behind closed doors the planning and organizing takes place. A large amount of the managers time is spent planning and organizing so that the jobs of the employees can run smoothly. (Four Functions of Management, n.d.) Planning is a process to develop a strategy to achieve a stated objective or desired outcome. The planning process identifies the goals or objectives to be achieved, formulates strategies to achieve them, arranges or creates the means required, and implements, directs, and monitors all steps in their proper sequence. It's up to the manager to identify which goals need to be planned within their individual areas of responsibility. Planning should be focused on day to day and long term operational goals. Failure to plan is planning to fail. (Planning, n.d) The organizing function normally follows the planning stage. Organizing is the function of management...
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...remain focused on the constant changes, demands, and expectations of the organization. Managers provide leadership as well as supervision and coordination of employees (Buchbinder & Shanks, 2012). Management has been defined as the process of working with and through people carrying out tasks that achieve the goals of the organization. The four major functions of a manager are planning, organizing, leading, and controlling (Hartzell, 2014). These functions are closely related to how managers treat their employees and how they manage them. In addition to the functions a healthcare manager must assume, there are roles that these managers and leaders need to abide by in this diversified health care industry. The first major function as a manager is planning. In this step the manager will set a detailed plan of action to determine the needs that need to be accomplished (Buchbinder & Shanks, 2012). Planning is an ongoing tool that can be based on organizational goals, department goals, team goals, or division goals. It is important for the manager to set the priorities and determine the performance target. Another function that is just as important is organizing. Organizing refers to how the resources will be distributed and assigning the right amount of employees to carry out the plan. This will include delegating authority, assigning work, and providing direction to the team. The third function of management is leading. Leading is where you will connect with...
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...Abstract The intent of this paper is to explain how each of the four functions of management effect managing a business, by using the fundamental tools to run a business effectively. The core elements of the management functions are Planning, Organizing, Leading, and Controlling. These are the critical functions required to manage a successful business. Planning The first function of management is planning it defines the steps necessary to fulfill the organizational objectives, current and future plans while providing alternative solutions to support goal achievement. Effective planning starts with management building a strategic plan aligned with the company’s business goals. These goals are achieved through the planning function of management. The planning function provides a roadmap on how the goals will be achieved. Planning includes analyzing and evaluating the conditions to determine what resources are required to reach the goal. The development of a plan sets the direction the team needs to go to achieve specific goals and objectives. Organizing The next function is organizing, which is very important in providing resources necessary to execute on organizational plans. Organizing is instrumental in building a successful business. Organizing provides the critical reporting structure and personnel responsible for the administrative duties required to function as an organization. Most successful organizations are built with flexible and diverse cultures, which are responsive...
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...purpose, direction, and motivation, while operating to achieve the mission and goals to improve the organization. (Durbin, 2010). Accessing leadership Attitudes and Behaviors .Leadership attitudes and behaviors come as a dual relationship. There is the task-oriented and the relationship oriented attitudes and behaviors. The task-oriented Attitudes and behaviors means that the behaviors, attitudes or skills focus more on the task to be performed than on the interpersonal aspects of leadership, while Relationship-oriented attitudes and behaviors involve influencing people and having interpersonal relationships. The task-oriented attitudes and behaviors deals with the way leaders adapt to situations, set directions, set the standards for high...
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...???????? Table of Contents Synopsis 3 Legacy Left for Rachel 3 Looking forward: A fail effort to Transform OHHA without changing people 3 Failed to diagnose needs of nurses 4 Hiring issues: Traditional dilemma between Experience and EDUCATION 5 Treating symptoms as disease: changing structure 5 Lack of communication lead to further Polarization of staff 6 The Leading CAUSE of problems: Lack of Leadership shown by RACHEL 6 Oneida Home Health Agency: A Classic case of Mismanaging Change Synopsis Oneida Home Health Agency (OHHA) is a growing healthcare organization serving many different communities. Federal regulations had played their part in shaping environment for OHHA. Staffing and reimbursements processes were evolving more and more complex. From 1973 to 1978 Federal support for healthcare had helped OHHA a lot to increase workforce and offer more services to community. This increasing spread of services also brought complexities for management. Unfortunately OHHA didn’t enjoy senior management commitment for long. Chuck, executive director, played his instrumental role in recent growth of OHHA but later in his tenure, his lack of dedication for OHHA had resulted in inefficiencies like lack of reporting and monitoring. As a consequence most of responsibility fell on shoulders of Dorothy, nursing director who lacked the financial and managerial expertise. Legacy Left for Rachel Rachel Nelson...
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...Make vs. Buy Revisited Reassessing your company’s manufacturing strategy M ake or buy? The classic manufacturing question still has no easy answer. Amid signs of demand recovery, but with capital still limited and resources thinned by restructuring, top executives today are revisiting the issue. To come to the right make-or-buy decision, leading companies resist the temptation to “feed the beast.” Instead of focusing only on short-term gains, these leaders keep their long-term strategy and corresponding core competencies in mind. They adopt a clearly defined manufacturing strategy, and then adopt the right tactics that can lead to smart decisions and a competitive advantage. The trade-offs between making a product inhouse and buying it externally are well known to most senior executives. The “buy” approach— a manufacturer purchasing a necessary part from an outside source—frees up resources, reduces capital demands, increases flexibility and improves returns on capital employed, but in a tough market companies may seek to avoid potential quality concerns and supply risks. On the other hand, a “make” approach—developing and building that same necessary part internally—enables the company to utilize available internal capacity, absorb fixed costs and protect intellectual property, but it can lead to unnecessary complexity and divert time and attention away from highervalue activities. Choosing “make” simply because the capacity already exists, or “buy”...
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...best practices, usually within their own sector. It is also a process of identifying other organizations that are best at some facet of our operations and then modeling our organization after them (Operations Management, 9/e, Jay Heizer & Barry Render). It selects a demonstrated standard of performance that represents the very best performance for a process or activity. Benchmarking is `the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders, (that is) ... the search for industry best practices that will lead to superior performance (Camp, 1989, 10). According to these definitions benchmarking helps organizations increase their performance. They compare and measure their policies, practices, philosophies, and performance measures against those of high-performing organizations. Benchmarking could be a onetime event but rather a continuous process in which organizations continually seek to challenge their practices. It is a continuous, systematic process of measuring products, services and practices against organizations regarded to be superior with the aim of rectifying any performance ``gaps’’ because of the existence of strong dynamics in the current business world. The aim of benchmarking is to identify competitive targets which render the weak points of the benchmarking organization visible and to establish means of improvement. In other words, it is not to find out...
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...lead their employees which are identified by the path–goal theory of leadership. This is why the attitude and the behavior of a leader will influence his/her subordinates on achieving their goals and objectives. Leadership is mostly defined as a process of leading or influencing a group of people or an organization to achieve their goals. According to Yukl, ‘it is obvious that a person can be a leader without becoming a manager, and a person can be a manager without leading’. In my opinion, a leader has long-term of view which inspires and motivates his/her subordinates and work together to achieve their vision, mission, goals and objectives. And, a manager is a problem solver of the status quo which focuses on productivity and efficiency. Hence, they are different from each other. Path-goal theory is related to leadership. It is a specific theory which is based on leadership styles or behaviour. Path-goal theory states on how leaders achieve high level of performance, influence own and their employees satisfaction and performance to achieve the performance and organisation’s goal. This is by clearing and clarifying the path, increasing the number of rewards that is available for them. Additionally, a leader can also change and regulate his/her leadership style of behaviour to the employees and task behaviours so that they will have the motivation to achieve the goals. In other hand, the path goal theory identifies four types of leadership styles which are Directive, Supportive...
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...Surgery Job Evaluation Location: Alexandra Hospital Band code: Reports to: General Manager Accountable to: General Manager Entered By: Job Purpose 1. 2. 3. 4. 5. 6. To lead the operational and service delivery agenda in partnership with clinical colleagues, to meet the agreed plans standards of care and priorities within available resources for these inpatients and outpatient led services. To manage and support the delivery of Cancer and RTT performance standards for the Trust, including administration of performance management and monitoring, ensuring development of systems and processes to ensure the achievement of key national and financial targets, and local objectives within the CSC, including the development of action/ recovery plans, and the implementation/ monitoring thereof. To contribute to the achievement of the Divisional and Trust strategic and operational objectives. Development of robust business cases, working with the finance and performance business partners, making use of income and expenditure information to support service strategy. Supporting the development of the annual business plan for the Clinical Service Centre. Project management of service improvement and process improvement initiatives. Key Dimension a. Capital and Revenue Budgets – Responsible for the monitoring and contribution to the financial initiatives and budgets setting in the CSC for a budget of approximately £23million. b. Staff...
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