This course will introduce you to the basics of the strategy execution world,, helping you to take a first step towards developing your Strategy Map, defining your Balanced Scorecard and providing you with best practices.
Unique Value Proposition:
This Section 1 is an introductory view into the concept of Strategy Execution. It will guide you through the fundamental concepts of strategy and the key reasons for a proper management of strategic decisions. In this section we will also present the most common tools used while defining the strategy.
In this section you will learn:
– How to define strategy
– What are the most common Strategy Development and Management Tools
– What is Strategy Management
– What tools you can use to manage Strategy
At the end of the section you will be able to:
–Identify the components of an organization’s strategy
–Identify the most commonly used strategy tools
In this lecture, we'll review one out of the many definitions of Strategy. A simple definition that fits both private and public organizations is provided.
In addition, and as supplementary material, a handout with some of the most recognized definitions of strategy is provided.
In this lecture, we cover a simpler definition of Strategy:
Defining WHO you are going to serve…
...a choice of WHAT the value proposition will be to the WHO...
...and finally HOW we are going to deliver that value proposition.
What is the correct time horizon of a Strategy and its Plan? 3 or 5 years Strategy Plan? 20 years Strategy?
Find it out in this clip.
This lecture covers the concept of "why do we need to manage Strategy"...and it is based on the assumption that a well managed "average Strategy" is far more powerful than a missmanaged "robust Strategy"...
This lecture covers the concept of the SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) , perhaps one of the most widespread management tools available to perform an internal and external analysis of the organization.
In addition a supplementary material is provided with some examples of how the traditional perspectives of the SWOT can be enhanced along with other management tools, such as adding a comparative between competitors, adding Balanced Scorecard perspectives or adding blocks of the Business Model.
This is an introductory video to the example that will be used during this course - A car rental company example
In this lecture, we review how the concept of SWOT analysis is applied to a car rental company. The strengths, weakness, opportunities and threats of the actual case are covered.
This lecture takes a look at the Shift Agenda: A simple, yet powerful management tool, that helps to extract the key challenges out of our strategic analysis (i.e. SWOT) and then define the desired stage for each of them.
The Shift Agenda is a great tool to use prior to any development of a Strategy Map / Balanced Scorecard, as it provides an important summary of the main challenges the organization is facing.
In this lecture, we review how the concept of Shift Agenda is applied to a car rental company. Where the "drivers"/"challenges" come from and how the "from - to" rationale is built into the method.
This is the introduction to "Section 2 Strategy Map"
During the entire "Section 2" you will learn:
–What is the Balanced Scorecard and what the key concepts are
–What is the logic of using a “balanced” approach to strategy management
At the end of Section 2, you will be able to:
–Learn how to build a strategy map
–Learn how to build a Balanced Scorecard
–Learn how to use the Balanced Scorecard to execute strategy using Initiatives
This lecture will provide you with a quick overview of the main elements of the Balanced Scorecard and their description. We encourage you to have this at hand, so download the slides and do a print out. This can really help you to navigate across the following lectures!
With this lecture you will understand the main concepts of the Balanced Scorecard (and the core of the Strategy Maps): The Perspectives. Usually there are 4 main perspectives: Financial (or Value), Customers (or Beneficiaries / Stakeholders), Internal Processes and Learning & Growth (or Enablers).
The balanced view is what makes the BSC so special!
While perspectives are the core of the Balanced Scorecard, Strategic Themes are the core of the Strategy Map. This lecture will help you to understand what a Strategic Theme is, review some examples of strategic themes, and understand how both elements work together to become the blue prints of the Strategy Map.
While combined together, perspectives and strategic themes make together the architecture of the Strategy Map.
This lecture will clarify what a Strategic Objective is. It will also provide with some notions on how to define a strong strategic objective proper wording, thus avoiding confusing statements.
This lecture is a zoom-into the financial perspective. You will learn what type of strategic objectives you should define in this perspective in a Strategy Map and in your Balanced Scorecard. The emphasis of this lecture is on the private sector (i.e. for profit organizations).
This lecture helps to clarify how to define Objectives in the Financial or Value Perspective in a Non-for-profit organization such as a Government Entity or a NGO.
This lecture helps to clarify how to define Objectives in the Customer Perspective or Value Proposition in a for-profit organization.
This lecture helps to clarify how to define Objectives in the Customer Perspective or Value Proposition in a Non-for-profit organization such as a Government Entity or a NGO.
This lecture helps to clarify how to define Objectives in the Internal Processes Perspective for the Organization. The concept applies to both private (for-profit) and public (non-for-profit) organizations.
This lecture helps to clarify how to define Objectives in the Learning and Growth perspective (also known as Enablers Perspective) for the Organization. The concept applies to both private (for-profit) and public (non-for-profit) organizations.
On this lecture, you will learn how all perspectives come together...Through a very simple example, you will understand the cause and effect logic of a Strategy Map.
We have walked you through strategic objectives and perspectives, as well as we have covered different tools for strategic analysis. It is time to put all these elements together and show you how to build a strategy map. We use the same example of the car rental company, go through the different slides and see the result!
This Case Study has been designed to test the lessons learned during the previous sections. While reading the background of the case, you will have to identify the different strategic objectives for each Strategy Map perspective, and you should build a draft of the Strategy Map.
Once you have a draft, you should send it to us through email, we will give you detailed feedback and recommendations!
In this lecture the concept of Key Performance Indicators (also known as measures) is explained.
For each of the strategic objectives defined (as part of your strategy map) at least one KPI should be defined, we will show you a set of examples for the different perspectives of the balanced scorecard. In addition the concepts of lead and lag KPIs (also known as drivers/process & outcomes/results KPIs) will be clarified.
Finally the lecture will cover a set of best practices while defining KPIs, a strong Balanced Scorecard should have a right mix between lead and lag indicators (to be able to track the cause and effect relationship) and also must have the right number of KPIs.
In this lecture you will understand the difference between a KPI and a Target. Additionally, you will take a look into examples of Targets, following the logic of performance management: Defining and objective, identifying how you are going to measure that objective (KPI), identifying the current performance of that KPI (base line), and defining your aspiration or desired performance (target).
In this lecture you will learn the guidelines of how to set good targets, the process to set them and the different sources that you can use to get inspiration or information.
This Quiz will help you to double check that you have grasped all the key concepts of setting the right measures.
This is an introduction to the concept of initiatives within Balanced Scorecard. You will learn the meaning of initiatives or required actions to achieve the expected results.
In this lecture you will learn the importance of assessing if your organization has defined the necessary actions to achieve its objectives or results.
In this lecture you will learn a model to prioritize and select initiatives. This model is specially useful once you have multiple projects comings from multiple areas of the organization and you need to understand which ones should be executed first and which ones should have priority regarding resources allocation.
As a supplementary material you can find an initiative definition template, we encourage you to download and print this supplement, as it is a best-practice while defining a strategic project, as it includes all the different fields that you may need to make sure your project is strategic, well funded and aligned with the strategy.
In this lecture you will learn multiple examples of Balanced Scorecards for different sectors. The examples are simplified for you to see the link between strategic objectives, KPIs, targets and initiatives. Then a real and full detailed example is provided for you to learn how it looks like after all elements are defined.
Through a simple yet powerful example and analogy, the key concepts of Balanced Scorecard will be solidified.
This assessment will help you to assess if you have gained the following learning outcome: “Gain understanding of the different elements of the Balanced Scorecard”.
Once you have completed the template please send it to us and we'll provide you with your grade.
This lecture represents a final wrap-up about all the Balanced Scorecard concepts.
This lecture intends to enable practicing on the key concepts - KPIs, Targets, Initiatives - of Balanced Scorecard through a Case Study.
This lecture intends to explain the significance and importance of the Strategy Review meetings to enable decision making in the Organization.
This lecture intends to explain the significance and importance of the Strategy Review meetings to enable decision making in the Organization
This quiz will give you a good idea of how well have you grasped the concept. If you still have any doubts please post your questions in the course's forum.
This lecture addresses a key challenge that many organizations face. How to link the strategy with your budgeting process. As this is an advance lecture, it is only recommended for advanced students that are eager to learn more. If you are at a basic level, feel free to skip until the last lecture: "Closing - Want to learn more".
This lecture looks into the most common pitfalls that organizations face when linking the human capital into the strategy. As this is an advance lecture, it is only recommended for advanced students that are eager to learn more. If you are at a basic level, feel free to skip until the last lecture: "Closing - Want to learn more".
This is the final lecture of this course. On behalf of ShiftIN Partners we would like to thank you for the trust given to our e-learning solutions, we are eager to hear your feedback, please send any comments or improvements through this platform (we will make sure to capture them and using them for the next release -V2.0 - which we are planning to launch in late Q4 2014) or by email (firstname.lastname@example.org).
ShiftIN Partners is a management consulting firm founded by some of the most experienced consultants in the field of strategy execution. Our professionals have successfully led several consulting engagements worldwide, partnering with clients in such sectors as financial services, oil and gas, utilities, and government to help them overcome their execution challenges.
Like the shift key on the keyboard that transforms regular characters into something completely different, ShiftIN Partners helps organizations achieve the Shift necessary to transform them — from within. Working hand in hand with clients, we “co-enable” customized approaches and efficient solutions to help you embrace and embed change to overcome strategic challenges. By ingraining a commitment to strategy execution, we guide your organization on its ever-evolving journey toward performance excellence.
Our services include a full array of assessments, methodologies, and implementation, which we offer on a traditional consulting or advisory basis, along with education and training to build your team’s internal capabilities.
ShiftINers are bound by a shared set of values and an unwavering desire to go above and beyond to ensure clients’ success. Becoming your trusted adviser is our ultimate goal: guiding you and providing insights that help you accelerate the shift—to achieve results from withIN
Roberto is an experienced practitioner andlead trainer in the field of Strategy Execution, Strategic Planning and Performance Management. Over the last 15 years, Roberto has trained and coached hundreds of managers in both for profit and non for profit organizations. Being an entrepreneur also reflects on the motivation and inspiration of the receiving end. Before founding ShiftIN, he worked at several consulting firms including Arthur Andersen, Palladium Group, Hitachi and BearingPoint. A Chemical Engineer with MSc in Sweden and postgraduate studies at Northwestern University (Chicago, USA).