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Course Catalogues / Courses / Description |
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Beyond the Balanced Scorecard Building a Strategy Focused Organisation |
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This course is run by the Balanced Scorecard Collaborative in partnership with IIR
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Course Objectives |
COURSE 2 - Beyond the Balanced Scorecard Building a Strategy Focused Organisation
To view Course 1 details click here
Course 2 in an All New Intensive Series from the Creators of the BSC Teaches Balanced Scorecard Methodologies to Help Deliver Top Line Revenue Growth & Bottom Line Improvements in Customer Satisfaction, Operational Performance, & Alignment of the Workforce
This course will give you a wide perspective on the entire solution required to become a Strategy Focused Organisation
Build Strategic Focus…Live it…And Retain It
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Analyse systematic and structural changes needed to build strategic focus
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Align your entire extended enterprise to your strategy
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Use strategy execution as a competitive weapon
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Engage the organisation to unlock discretionary effort…and sustain it
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Build the capability to adapt to change and ‘make strategy a continuous process
All new case studies derived from more than 75 Hall of Fame Strategy Execution™ companies!
VALUE ADDS
1. The Only Officially Endorsed Training in Australia This is the only training developed & endorsed byBalanced Scorecard Creators, Drs Robert S. Kaplan & David P. Norton
2. Bonus Post Course Clinics! Discuss your specific questions in a 1:1 format with the instructors
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About the Course |
According to Monitor Group, strategy execution was at the top of the priority list for C-Level executives again in 2006.
Overcoming execution challenges and focusing the organisation on the few things that drive competitive advantage is the hallmark of all great organisations. Yet, few companies succeed in executing strategy, and fewer still are able to sustain success once achieved.
The Balanced Scorecard has emerged as the world's first and most proven methodology for strategy execution, guiding 100s of companies to achieve breakthrough performance.
This course, the second in a series of completely redesigned courses offered by Palladium Group and Balanced Scorecard Collaborative will set you and your organisation on the path to sustainable breakthrough performance results.
You will get a fresh look at proven concepts with all new case examples derived from our growing list of more than 75 Hall of Fame for Strategy Execution™ companies around the world and the underlying principles that helped them create a performance gap against their competition. We will explore ten companies from different industries, unpacking their successes, challenges, and their shortcuts to make this course a compelling ‘not to be missed’ experience.
With over 10,000 people around the world trained in our Hall of Fame series, our training materials, case experience, and instructor knowledge is second to none. Our entire training faculty has direct experience working side by side with Drs Kaplan and Norton, a claim that no other organisation can make.
Who Should Attend
This course is relevant for organisations that are either already implementing Balanced Scorecard and need individuals to be brought up to speed, or are looking at implementing the Balanced Scorecard and need to assess its merits.
If you have attended one of our previous courses you will find this course to be an opportunity to make a leap forward, with all new case materials to keep your interest and learning at a high level.
This course will give you a wide perspective on the entire solution required to become a Strategy Focused Organisation.
As a newcomer, you will find this course more insightful if you attend the Balanced Scorecard Methodology Fundamentals course which covers the core methodology in more detail.
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Course Outlines |
Course Details
Course Registration & Coffee: 7:30am - 8:30am
Course Commencement: 8:30am
Course Conclusion: 5:00pm
Post Course Clinic: 5:00pm - 6:00pm
Informal Networking Drinks: 6:00pm
Break Times: Customised to suit participant requirements
Explanation of Timings:
These times act as a guide and may modify slightly depending on the depth of interactive group discussion
Course Program:
This program is a guide and may alter to better address participant requirements on a consensus basis
Course Documentation:
Is included and provided upon registration at the venue
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Welcome Address
Dr. David P. Norton, in an exclusive address to delegates via videotape, will share his personal insights on the Balanced Scorecard (BSC) methodology and why it is more relevant then ever before. |
Module 1
Mobilise Change Through Executive
Leadership
Executive leadership is the key ingredient in successful strategy formulation and execution. Without active sponsorship, coaching, and cheerleading from the top, any key change effort will fail to gain and sustain the momentum required to succeed. Top leadership commitment is the essential ingredient to building an SFO.
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Learn how to build a compelling case for change
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Explore alternative leadership styles and strategies for each
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Learn how to ‘manage up’ and develop buy in with your executive team
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Explore best practice case examples from Hall of Fame for Strategy Execution™ companies
Module 2
Translate the Strategy into Operational Terms
Getting from blue sky to the tarmac requires a translation process. This is where Strategy Maps and Balanced Scorecards make the difference. Using Hall of Fame case material, we will illustrate how this powerful methodology can be applied in different ways to distill the strategy into tangible, simple, and robust priorities that drive action.
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Case Example #1: Mellon Europe: Strategy Mapping
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Case Example #2: Canon USA: Balanced Scorecard
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Case Example #3: Korea Telecom: Target Setting
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Case Example #4: Coca-Cola Beverages: Initiative Management
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Module 3
Align the Organisation to the Strategy
Alignment is the holy grail of performance for any organisation. If the organisation’s strategy can be infused into the DNA of every member of the organisation in such a way that their action drive strategic outcomes you can create a powerful and unstoppable force for change. Getting from “10 to 10,000” requires horizontal and vertical alignment.
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Case Example #1: Bank of Tokyo Mitsubishi: Vertical Alignment
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Case Example #2: Royal Canadian Mounted Police: Horizontal Alignment
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Case Example #3: Brisbane City Council: Aligning External Partners
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Case Example #4: Commonwealths
Module 4
Make Strategy Everyone’s Everyday Job
Sustaining strategic performance requires communications, incentives, and clear line of sight of performance management to the strategic objectives of the enterprise. Learn how these important levers can empower your workforce to drive your strategy.
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Case Example # 1: SMDC Health Systems: Communications and Awareness
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Case Example #2: Crown Castle: Personal Goal Alignment
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Case Example #3: Hilton Hotels: Personal Incentive Alignment
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Case Example #4: Tennessee Valley Authority: Personal Development Plans
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Module 5
Make Strategy a Continual Process
Many transformation efforts fail to keep up the momentum past the second year due to change fatigue and the inevitable shuffle of corporate staff. This module will focus on how create a sustainable process for managing strategy that ensures continuous focus and intensity.
- Case Example #1: Pliva: Alignment of Budgeting with Strategy
- Case Example #2: Media General: Strategy Review Process
- Case Example #3: Serono: Office of Strategy Management
- Case Example #4: Eland: Best Practice Sharing
Module 6
Bringing it All Together
Your instructor will lead a group discussion with a focus on the challenges of implementing these concepts in your organisation. The discussion will emphasise the pitfalls and cultural differences between organisations (geographic, public v. private, etc.) in implementation of the SFO model.
Module 7
Curriculum Preview: A Snapshot of Other Courses in the Series
Sample the courses on offer from Palladium for further learning and building specific skills. These courses are offered primarily as in-house options presently, but will be progressively rolled out in public format.
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Post Course Clinic
At the close of the course, 1 hour will be allocated to conduct ‘office hours’ for individuals to discuss their specific questions in a 1:1 format with the instructors. Where similar interests apply, small group discussions may be formed. Take advantage of this time to share your experience, examples from your organisation, or specific challenges unique to your organisation.
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About the Course Director |
Neil P. McDougall - Palladium Consulting Pty Ltd.
Neil McDougall is based in the Palladium/Balanced Scorecard Collaborative Sydney office. Neil has significant experience in organisational transformation projects, with over 12 years of a unique combination of consulting and line management positions. Neil brings a professional approach to management solutions. His industry experience is largely in telecommunications and network equipment, with more recent experience in national government and engineering services. He is adept at communicating with senior executives through one-on-one interactions and group facilitation.
Neil has been involved in more than 30 BSC implementations over the last several years. Some of Neil’s recent client experiences include leading a BSC program implementation at the national level and across 26 ministries in a Southern African government, and developing and implementing a complete corporate Balanced Scorecard for a leading Australian Defence contractor.
Neil is an experienced trainer and is consistently rated as one of Palladium’s best educators. His insight, experience and ability to make complex concepts easy to understand and apply, helps him create an excellent learning atmosphere for all levels of management.
Neil's prior consulting experience includes working for an international consultancy (PRTM) specialising in business transformation through the implementation of Operations and Product Development processes, including establishing new corporate governance structures.
Originally from Canada, Neil has a global perspective with experience delivering training, and facilitating leadership workshops at clients based in the USA, South East Asia, Middle East, Southern Africa, and Australia.
Neil began his career as an RF Engineer with a national cellular service provider in Toronto. He received his MBA from the Richard Ivey School of Business at the University of Western Ontario and his B.Sc. in Electrical Engineering from Queen's University in Kingston, Canada. |
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