Execution Excellence: Making Strategy Work Using the Balanced Scorecard

In stock
Author : Sanjiv Anand
Price : INR 599
ISBN 13 : 9788126563333
Pages : 288
Type : Hardbound
Remarks : Exclusively distributed by Pan Macmillan

Execution Excellence is the practitioner's guide to real-world implementation. Designed by a Balanced Scorecard (BSC) thought leader with 30 years of experience and over 300 global implementations under his belt across a range of industry sectors, this guide gives you a hands-on framework for putting the BSC methodology into action. Clear, concise and easy to read, this book skips the theoretical exposition to get right to the point—how can companies use BSC to effectively deploy strategy and drive individual and enterprise performance? You'll find the answers here. The discussion outlines the ways in which firms commonly fail in implementing BSC. T

Preface

Acknowledgments

 

I The Real-world of Strategy

 

1 The Global Business Environment in Today's Flat World: News Flows Faster than Water!  

  • So Where Do We Go from Here?  
  • What Does That Mean?  

 

2 The Evolving Role of Strategy: Is Strategy Dead?

  • Blue-Sky Strategy
  • Back-to-Basics Strategy

 

3 Strategy Formulation: Building a Strategy that Works

  • External Assessment
  • Internal Assessment

 

4 Strategy Execution: It's All About the Implementation

 

5 The Business Planning Process: Don't Let the Process Overrun You

  • Ownership

 

II Introducing The Balanced Scorecard

 

6 Introducing the Balanced Scorecard: Circa 1992 and Still Going Strong

  • History
  • Basic BSC Framework
  • Design
  • Implementation
  • Cascades
  • Individual BSC
  • Using the BSC to Formulate Strategy

 

7 Challenges in Implementing the Balanced Scorecard Successfully: Time to Put on a Helmet!

  • General Challenges
  • Design Challenges
  • Implementation Challenges

 

III Challenges In Balanced Scorecard Design

 

8 Designing the Strategy Map: Keep It Lite

  • Introduction
  • Design Methodology
  • Strategy Map Design Components
  • Impact of Industry Customization and Support Functions on Strategy Map Design
  • Strategy Map Design for Nonprofit and Government Organizations
  • The Concept of the Linkage Model
  • Designing a Lite Version of a Strategy Map for Board Reporting: Strategic Themes

 

9 Defining Objectives: The Wordsmith's Challenge

  • The Bad Way
  • The Good Way
  • Customer Objectives

 

10 Picking Owners: Four Executives Don't Run a Company

  • Owning the Formulation
  • Owning the Execution
  • How Does Ownership Really Work in a BSC Meeting?
  • BSC Ownership versus Individual Performance Measures

 

11 The Art of Measurement: Lead, Lag and How Many Are Enough

  • Introduction
  • Financial and Non-financial Measures
  • Lead and Lag Measures
  • Strategic versus Non-strategic Measures
  • Financial Measures
  • Customer Measures
  • Internal Perspective
  • Learning and Growth Measures
  • Measurement Formulas
  • Data Sources
  • What about Missing Data Sources?
  • How Many Are Enough?

 

12 Units and Frequency of Measurement: Stay Honest

  • Units of Measurement
  • Key Milestone Indicators (KMS)
  • Decimals
  • Frequency of Measurement

 

13 Target Setting: Actionable or Aspirational?

  • Target Intensity
  • How Many Targets to Set of Each Kind?
  • Target-Setting Benchmarks
  • Target Calculation

 

14 Initiative Alignment: Are You Overrun with Projects?

 

15 Designing Cascades: Top Down or Bottom Up

  • Introduction
  • The Next Level Cascade: Functional Organization
  • Multi-divisional Structures and Cascades

 

16 Aligning Individual and Enterprise Performance: Unlocking Human Capital

  • Introduction
  • The Right Way
  • Measures
  • Cascading Weights and Measures
  • Bands

 

IV Challenges In Implementation

 

17 Selecting the Right Balanced Scorecard Coordinator: Not the Audit Team, Please!

  • Introduction
  • The BSC Coordinator
  • Cascade Coordinators

 

18 Get Ready for the First Reporting: Sixty Days to Lift-Off!

  • Introduction
  • Timelines
  • The Accuracy of a Measure
  • You Missed the Start of the Year

 

19 How Should the First Meeting Run? And How Frequently?

  • Introduction
  • Deck Pre-distribution
  • BSC Coordinator's Role
  • The Discussion
  • The Discussion on Initiatives
  • Meeting Closure
  • What about the Cascade Scorecard Meetings?
  • Conclusion

 

20 What About Scorecard Automation? Mobile and Dynamic Scorecards

  • Introduction
  • The Excuse to Automate
  • When to Automate?
  • Components of BSC Automation
  • The Automation Process: The Data Challenge
  • Benefits of BSC Automation

 

21 What Happens After a Meeting? Making Sure the Traction Lasts the Whole Month

  • Introduction
  • Circulation of Post-meeting Deck
  • Follow-up Action
  • Complaining
  • Ensure Cascade Alignment
  • Initiative Action
  • An Unfortunate Case Study: Blowing Up a $5 Billion Company

 

22 The Communication Challenge: It's Like Keys to the Executive Washroom

  • An Unfortunate Case Study: Paper on the Walls
  • Start at the Design Stage
  • At the Reporting Stage
  • Board Reporting
  • Using It to Build a Training Agenda

 

23 What Happens If Performance Does Not Improve? Patience and Speed Go Together

  • Introduction
  • It's Not a Formula 1 Car
  • What If There is No Cause and Effect?
  • Too Many Reds
  • The CEO Is Not Pushing the Agenda
  • The Ownership of the Strategy is Wrongly Placed

 

24 Running a Best-in-Class Project Management Office: You Can't Do It without a Command Center

  • Everything Is a Project
  • The Evolving Landscape of Project and Program Management
  • The Program Manager's Role
  • An Effective PMO
  • PMO Knowledge Areas
  • PMO Process Groups
  • PMO Maturity Levels
  • PMO Types and Approaches
  • Critical Success Factors to Set Up an Effective PMO
  • Linking the PMO to Strategy through the Balanced Scorecard

 

25 Oops. The Strategy Has Changed: What Happens Now?

  • Introduction
  • Midyear Strategy Change
  • Annual Strategy Review

 

V Conclusion

 

26 Conclusion

  • Make Your Strategy Positive
  • Execution Is about Focus
  • Focus and Measurement
  • Ownership
  • Stay on Track
  • Youth Matters
  • Gray Hair Matters

 

Appendix A: Industry and Function Specific Strategy Maps and Scorecards

Appendix B: Bank Case Study

Appendix C: Textile Company Case Study

Appendix D: Travel and Tourism Case Study

Appendix E: Illustrative Financial Measures by Industry

About the Author

Index

Sanjiv Anand is the Chairman of Cedar Management Consulting International, a global management consulting firm with over 800 clients and a network of 16 offices worldwide. Sanjiv Anand is considered as a Balanced Scorecard thought leader and has over 30 years of global management consulting experience. He has been assisting global / regional clients in the area of business strategy using the Balanced Scorecard methodology, business and organizational / HR transformation, customer service strategy and IT strategy for more than 25 years.

 

Book Reviewed in Business World

 

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