Leading Change for Strategy Execution

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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?”

“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?”

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

DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation


• • • •

Strategy Map / Themes Measures / Targets Initiative Portfolios Funding / Stratex


ALIGN THE ORGANIZATION • • • • Business Units Support Units Employees Board of Directors Strategic Plan • Strategy Map • Balanced Scorecard • Stratex

TEST & ADAPT • Profitability Analysis • Strategy Correlations • Emerging Strategies


performance measures



• • • •…...

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