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David Wilsey David Wilsey

David Wilsey is the Chief Operating Officer with the Balanced Scorecard Institute and co-author of The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard.

How to Keep Lettuce Crunchy and Other Strategy Execution Lessons

By: David Wilsey

Nov 22, 2016 4041 Views
I learned two lessons in college that I still think about – one in the kitchen and one as a strategy execution consultant. My professor claimed during a cell biology lesson that if you leave iceberg lettuce in water for about 20 minutes its cells expand as they soak up the water. He said that many chefs knew that soaking lettuce in cold water made it seem fresher and crunchier but few understood that it was because the cells were packed to the bursting point.

I went home for the holidays eager to share this new lesson with my mother. This is where I learned the consulting lesson. 

My mother had been taught that in order to keep salad crisp, you should throw a slice of bread into the salad as you are making it and then pull the bread out just before serving. The thinking was that the bread soaked up the excess moisture that would otherwise lead to wilting.

When I shared my professor’s theory with her, I assumed that we would immediately begin saving a nickel per month due to all that saved bread. Instead I was surprised to find that my mother was not about to change the way she made salad because of something her son’s biology professor said, not even after I showed her that the lettuce didn’t wilt.

Strategy execution is about transformation. It is about the systematic implementation of the changes needed to move an organization forward. Unfortunately, as you try to convince people to change the way they do things, many of them react exactly like my mother did.

The change management field is built around several general principles in how to manage people through change: thoroughly communicate how/why/what change is happening, look for the “what’s-in-it-for-me” for employees, communicate using two-way dialog, remove barriers to change, celebrate success, describe a “burning platform”, etc. Strategy execution specialists bring a few more key approaches to these basic doctrines. 

Engage Around the Big Picture. A simple business case (e.g. this initiative will help us improve process efficiency and lower operating costs) often isn’t enough. To embrace change it helps to understand how a particular initiative is aligned with the overall strategy of the organization (e.g. we want to bring low cost healthcare solutions to those suffering from an ailment. If we can improve this process, the solution could be better, more consistent, and cheaper than anyone else in the market). Employees will be far more motivated to change if they believe in the strategy. Strategy professionals typically have the skills needed to articulate and communicate that story.

Make Strategy Everyone’s Job. Strategy is a team sport. Too many strategy professionals think that because they are good at it they should do all of the work themselves. But good strategy execution relies on others to implement. I can tell my mother that this is a better way or (if she were an employee) order her to follow a new process, but as long as she can dismiss the idea as an outsider’s, change will be painful. Good strategy execution professionals understand that their job is to facilitate a consensus around a shared vision rather than simply dream up a vision in a vacuum.

Pick Your Battles. Strategy is about focus and strategic thinkers should be good at prioritizing. The worst thing you can do is overwhelm employees with dozens of major changes at the same time and then when things go badly decide that it’s not worth the trouble. Better is to pick the most important changes and implement them at a pace that the organization can handle. Then think through and communicate the timeline, action steps, and resource changes that will happen as the change is rolled out.

Facilitate a Sense of Inevitability. The weakest client outcomes in my career happened when there was uncertainty about whether or not the senior-most executives were on board. A well-meaning strategic planning director that isn’t visibly supported by the executive team will struggle to move an organization forward even if they do everything else right. On the other hand, if the executive team has thoroughly and repeatedly communicated that this change is going to happen with or without you, the inertia of inevitability will convince people to jump on the bandwagon even if other change management mistakes are made.

David Wilsey David Wilsey

David Wilsey is the Chief Operating Officer with the Balanced Scorecard Institute and co-author of The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard.

How Did I Get an MBA Without Learning This?

By: David Wilsey

Mar 24, 2016 4932 Views
Business Woman in classMost MBA programs pride themselves as being the ”practical” degree that will best prepare its students for any number of management roles. And I have to admit that I can point to that degree as a true turning point in my career. But it wasn’t until I became a Balanced Scorecard Professional (BSP) that I learned several principles that I have found to be key to being a good manager and leader.

  1. Help your team articulate a shared vision
    Many managers and leaders think that the key to success is to have a clear vision. But vision that is poorly articulated (or not at all) is just a dream. And simply dictating the vision to employees usually doesn’t work either. Change doesn’t happen because “I said so” or by assigning tasks without any context. Employees engage when they understand what we are trying to accomplish and why. Shared vision and change management happen through dialog, facilitation, and the development of a logical business case.

  2. Connect the dots between what employees are working on and desired outcomes
  3. A good supervisor makes sure that employees are completing their tasks. A good leader makes sure that employees are working on and completing tasks that move the organization toward a shared vision of the future. BSPs have been taught to articulate the difference between mission, vision, and strategy. They know how to organize their energy, measurements, and initiatives around a set of coherent strategic objectives. They know that many people are visual learners and so they use a strategy map to communicate how the dots connect. They know how to align department objectives with high level strategy and communicate to employees where they fit.

  4. Measure results (not just actions)
    Most managers know to measure project milestones as indicators of success, and unfortunately many strategic planners use this basic principle for KPI development. They define a handful of goals (e.g. Improve Brand Awareness), list all of the projects needed to reach those goals (e.g. website redesign), and then measure the completion of those projects as a measure of success (e.g. percentage of website redesign completed). Good leaders measure results. A redesigned website is nice, but I should be much more interested in whether or not it led to improved brand awareness.

  5. Develop strategy before KPIs
    The best KPIs in the world won’t help if they are designed to measure a half-baked strategy. The good news is that you don’t have to be a Steve Jobs-type visionary to develop an intuitive strategy by formally assessing your strategic situation and identifying a path forward using common methods like a SWOT, PESTEL, Customer Value Proposition, Blue Ocean Strategy, and other methods.

There are other such principles, such as how to identify drivers of future performance using Perspectives, how to use strategy to prioritize, how to set and reach reasonable performance targets, and many more. If you can think of any others, please add them in the comments section below.

If you are unsure about what a balanced scorecard or a Balanced Scorecard Professional is, please visit our website. 
David Wilsey David Wilsey

David Wilsey is the Chief Operating Officer with the Balanced Scorecard Institute and co-author of The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard.

Identify Strategic Thinking with One Simple Question

By David Wilsey

Jul 29, 2014 17714 Views
I used to work on a research team for a company that produced an operational risk software product. I always found it interesting how different members of the same team answered an important question: what do you do?

Here is the way Person A and Person B responded:

Person A: We do research on the internet and enter data points into an operational risk database.

Person B: We help banks understand operational risk and how much related capital they were required to reserve by providing an analytical software solution that models operational risk in the global market.

Technically both answers were correct. For the data model to be statistically significant, the product needed a certain number of data points, and our research team’s job was to research and categorize examples of operational loss in order to populate the database and make the model work. And yet, somehow Person A’s answer was always unsatisfying for some people.

It might be tempting to say that Person B was simply exaggerating the importance of their work by describing it in terms of the mission of the product line, but I think that misses an important point about the value of thinking strategically no matter what your position with the organization is. Person A was simply describing our job. Person B was describing how we created value. Different ways of describing our work was actually a window into the strategic thinking style of the team members.

From Daniel Pink to Simon Sinek and others, much has been said and written about how people are more motivated and productive when they understand the larger context for their work. Understanding why they are doing the work is profoundly important for creative professionals to feel a sense of engagement. Helping employees transition from narrowly thinking about what they do to more broadly thinking about what they are trying to accomplish can improve organizational performance in a number of ways.

The good news is that strategic thinking is a teachable skill. In our BSC Certification courses, we begin by teaching the basic semantics of strategy. At first, students mechanically append or replace the “task” language that most are comfortable with (we need to develop a new service by milestone x) with language that reflects a higher level objective (we want to improve the customer experience; the development of a new services is one option for accomplishing that). Over time, mechanical semantics evolve into an instinct for intuitively thinking about the strategic context. As students change the way they think about strategy and action, critical thinking skills improve as well (e.g. if we are trying to improve the customer experience, is a new service really the best way to do it?). The transition for many teams from always focusing on tactics and actions to always starting with the big picture and working down can be quite profound.

For more about how to improve strategic thinking in your organization, see our Balanced Scorecard Certification Program or The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard.
Howard Rohm Howard Rohm

Howard Rohm is President and CEO of the Balanced Scorecard Institute and Founder of the Strategy Management Group, Inc., the Institute's parent company. He is a performance management trainer, consultant, and technologist with over 40 years' experience.

Gaming the System at the VA

By: Howard Rohm

Jul 16, 2014 7850 Views

Imagine you take your car to the car dealer to get serviced. Before you give your car to the service manager you see the following performance statistics posted on the wall:

  • Average time to wait for an appointment after requesting one—27 days
  • Number of people who requested an appointment but didn’t get one—46,000
Not too reassuring is it. Would you leave your car or look somewhere else?

Some Veteran Administration facilities have a performance history like this. According to a recent review of the VA requested by President Obama, the agency is in deep trouble—average wait time for an appointment is 27 days and 46,000 veterans never got an appointment after requesting one. Some veterans died while waiting for appointments, although it’s not clear if the delays in medical attention contributed to the deaths.

At some VA facilities performance measurement data were misreported to make executives’ performance appear better than it was. Fraudulent performance reporting was used to help justify executive performance bonuses. (A department audit reported that three out of four facilities had a least one instance of false wait-time data and in some facilities two sets of books were being maintained.)

This type of behavior is called “gaming the system”. It’s a consequence of a culture overly focused on the wrong things (wait times) and a measurement system that emphasizes process performance over outcome performance. We shouldn’t be too surprised by the VA experience. When the wrong things are measured and incentivized, the wrong behaviors almost always result.

Focusing on the wrong measures and missing or minimizing the right measures created a climate of misreporting and deceit at some VA facilities, leading some executives to get credit for and bonuses based on reported good performance while all along the opposite seems to be true. Almost $300 million was paid out by the VA in 2013 for performance bonuses to employees, including nearly 300 senior leaders. (Maybe some of these executives should give their bonuses back to the VA for poor performance!) We’ll leave for another discussion the bigger question—what is systemically wrong at VA that encourages a behavior to keep two sets of books on performance?

Some critical questions come to mind. Where does customer satisfaction (veterans and their families are the customers) fit into the performance reporting and incentive equation? Shouldn’t satisfaction with medical service be heavily weighted in determining executive bonuses? If performance and reward are based mostly on process measures—like wait time—and wait time is being misreported, shouldn’t one assume that outcomes like effective medical care would suffer and that cheating to gain bonuses could occur?

How can an organization choose the “right” measures?  Start with the end in mind (desired results/accomplishments) and work backwards through the processes that lead to the desired outcomes and to the resources required to produce the program outputs that yield the desired outcomes. Make sure the desired results are expressed in unambiguous language. Then test the developed measures to make sure you’re not measuring what doesn’t matter, or worse, measuring the wrong things and incentivizing the wrong behaviors. Whether you are a hospital, a car dealership, or any other business, government or nonprofit, the same principles apply for developing good performance measures.

The unintended consequences of doing measurement badly are, in the case of the VA, potentially life threatening. Can your organization afford to do performance measurement badly, or not at all?

You can learn more about developing measures that matter in our book, The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard. You can order the book on our website or on Amazon.
Gail Stout Perry Gail Stout Perry

Gail is co-author of The Institute Way with over 20 years of strategic planning and performance management consulting experience with corporate, nonprofit, and government organizations.

Don’t Be THAT Guy!

By Gail Stout Perry

May 15, 2014 8680 Views
A very distraught woman (we’ll refer to her as Vera) recently called the Balanced Scorecard Institute office in panic.

Vera:  “Hello?  I need those flags.  Can you please overnight the flags to me?  It’s urgent!”  

Us:  “Excuse me?  I think you may have the wrong number?”

Vera:  “Isn’t this the Balanced Scorecard Institute?”

Us:  “Yes, ma’am.  But we don’t sell flags.”

Vera:  “Yes, you do.  My boss said so.”

Us: “Ummmmm….could you elaborate?”

Vera (in an exasperated tone):  “Listen!  My boss just announced that we are going to improve performance using a Balanced Scorecard.  He sent us a memo that said each store is responsible for showing performance by using red, yellow and green flags.  I’m a store manager and I am being held RESPONSIBLE!  I called the other store managers and nobody has the flags.  We all need to order those flags NOW!  You ARE the Balanced Scorecard Institute, are you not?!?”

I really am not sure we ever adequately explained to her that the “flags” are a term meaning a visual representation of the level of performance around a target value for a strategic objective or measure, with green generally indicating good performance, yellow generally indicating satisfactory performance, or red indicating poor performance.  And I’m pretty sure she thinks we are idiots for giving a complex response to a simple request to order some flags that she can wave.

For the record, I am not making fun of the caller herself.  She was an intelligent woman and obviously a dedicated worker.  But she was dreadfully misinformed and the source of the misinformation is the point of this blog.

My point is that her boss created angst and confusion in his organization by making an announcement with no explanation and no context.  HE knows his strategy, HE knows how he wants to measure performance on it, HE created a balanced scorecard to do so (without teaching anyone what that means), and HE announced it to the world and then said “YOU are responsible!”  

Don’t be that guy.  

Many bosses / executives / leaders are really smart.  They have a well-thought out strategy in their heads and they can make the leap from planning to execution…in their head.  But they are better at internal conversation (in their own head) than they are at communicating with others.   If this sounds familiar, let us help you bridge the gap between what you say and what your employees hear.  
I’ve written another blog about this topic (
Are Strategic Leaps of Logic Leaving You Dazed and Confused?), because this problem comes up over and over again.  

Please contact us and let us help. 

Or to learn more about how to translate your strategy into something that is clear to communicate in a way that employees can understand and effectively contribute to, we invite you to explor
e The Institute Way:  Simplify Strategic Planning & Management with the Balanced Scorecard.
Dan Montgomery Dan Montgomery

Dan is Senior Associate for the Balanced Scorecard Institute. An accomplished facilitator and trainer, Dan has a 30 year background as a manager, management consultant and executive coach. His previous professional consulting experience includes work with Accenture and Ernst & Young.

In Search of the Canadian Hippo

By Dan Montgomery

Feb 24, 2014 3776 Views
During the years we lived in Canada, my family became fond of Canadian Heritage Moments.  These were sixty-second vignettes that depicted formative moments in Canadian history.

One of my favorites has the intrepid French explorer Jacques Cartier arriving in the valley of the St. Lawrence River in the year 1534 and encountering a group of Iroquois. The leader of the tribe approaches the French party and invites them to visit his nearby village.  The viewer, having the benefit of English subtitles, learns that the word for village in Iroquois is “kanata.”

Cartier turns to the priest on his right and asks “What is he saying, father?” The priest hesitates a moment and then announces confidently: “He is saying that the name of this nation is Canada!”  A helpful and obviously intelligent young man steps up behind Cartier and says “Begging your pardon, sir, but he’s inviting you to visit him in his village. Canada is his word for village.” The priest asserts his authority, dismissing the young man, and off they go.  And the rest is history!

Enjoy the story at http://tinyurl.com/k84fsdk

When exploring new territory, it’s best to draw as much as possible on the collective intelligence of the group when assessing the situation. This is truer than ever in our organizations, and at least as true as it was in Cartier’s time.  Cartier, after all, thought he was in Asia.

One of the biggest mistakes we make in strategic planning is assuming that the future will be more or less like the past. It won’t. It’s critical to articulate – and question – our assumptions about the environment we operate in, in terms of what our customers value, what our competition is offering, and the impacts of big forces like technology and the economy.

Many of our organizational ways derive from a simpler time, when we could rely on the experience of people who’d been around longer for an accurate assessment of the situation. In one of my classes, a student raised his hand and said “That’s what we call the HiPPO principle.  It means that decisions are made based on the Highest Paid Person’s Opinion.”

In rapidly changing times, making strategic assessments and decisions based on what worked in the past may prove short sighted. A well-managed system for tracking and reporting strategic metrics is the compass that leaders and staff throughout the organization can use to learn from experience and align their actions in pursuit of better value for customers.

We recommend that you:
  • Schedule periodic reviews of your assumptions about your macro-environment and stay tuned for new information that may challenge these assumptions
  • Agree on the strategic performance metrics that matter to you as an integral part of your planning process – not after the fact
  • Maintain an especially acute focus on tracking customer experience and value
  • Incorporate those metrics into your scorecard and make scorecard review a regular item on your leadership meeting agenda
Dan Montgomery Dan Montgomery

Dan is Senior Associate for the Balanced Scorecard Institute. An accomplished facilitator and trainer, Dan has a 30 year background as a manager, management consultant and executive coach. His previous professional consulting experience includes work with Accenture and Ernst & Young.

What’s the Value in Having Values?

By: Dan Montgomery

Dec 13, 2013 7848 Views

“It’s not hard to make decisions when you know what your values are.” – Roy E. Disney

Values can sometimes seem like the stepchild of strategic planning.  The guts of a strategic plan can include a results-oriented vision translated into specific objectives, measures and initiatives that will support it.

Values, on the other hand, can feel a bit fuzzy. Often, people think of values as a “do-gooder” thing. The exercise of defining values may feel like an exercise in identifying lofty sentiments rather than guiding day-to-day behavior.

Edgar Schein, who has made a career of studying organizational culture and values, makes a distinction between “espoused values” – the things we say we believe in - and “shared tacit assumptions” – the often unspoken assumptions about “the way things are” that actually shape our behavior. All organizations have values, whether these are explicit or not.

This last point is important. For example, Enron had a list of four values that sounded very convincing: respect, integrity, communication and excellence. There also were a number of other values, such as “consistent profits quarter over quarter no matter what,” that weren’t stated, yet were the primary drivers of management behaviors – hidden from public view until it was too late.

These kinds of values – stating things that sound nice but don’t really guide our behavior – are what we call “lobbyware.” They look good on a plaque but don’t really say anything about how we make decisions.

There’s nothing wrong with having a value based on profit—this is how businesses grow and sustain over time. I was working with the executive team of a privately-held company, defining values as part of Step 1 of the Institute’s Nine Step process, and the CEO proposed a value of “profit.” Some of his executives were mildly horrified, to say the least.  They were coming from the paradigm that all values have to be “nice,” and felt that somehow focusing on profit just wouldn’t be very motivating to most employees.  The CEO’s response was telling – “If we don’t make a profit, we’re out of business. And we’re all out of a job.”  Similarly, in the non-profit world, we hear the slogan “No margin, no mission.”

And, all values aren’t necessarily “humanistic” attributes like teamwork, respect, or public service. Values create both an ethical and a practical compass that influences actions and decision in every-day situations. In a “lean” company like Toyota, for example, values include “Go to where the work is done and find the facts,” “Encourage Consistency,” and “Reduce Waste” – all part of a rigorous emphasis on continuous, measureable process improvement.

Ultimately, values reflect the personality of the organization, and are an important component of the organization’s culture – part of the foundational perspective we refer to as “Organizational Capacity.” As part of this, well-articulated values can be a powerful way to attract and screen new employees who are compatible with the culture of your organization.

Finally, the assessment of an organization’s strengths and weaknesses may show that the current values of the leadership or workforce are incompatible with what is needed to move forward, seize opportunities, or adapt to change.  In that case, a strategic theme addressing cultural transformation may be called for.  This cultural transformation may be essential to achieve other goals of the organization.

Read more about Values in The Institute Way: Simplify Strategic Planning and Management with the Balanced Scorecard.

Gail Stout Perry Gail Stout Perry

Gail is co-author of The Institute Way with over 20 years of strategic planning and performance management consulting experience with corporate, nonprofit, and government organizations.

Are Strategic “Leaps of Logic” Leaving You Dazed and Confused?

By: Gail Stout Perry

Nov 22, 2013 11950 Views

Have you ever known someone whose brain works faster than they can talk or write?  They often appear to be making leaps of logic when actually, their brain is working through logical steps but they are only communicating their first and last thought in the flow...not the thoughts in the middle.  I have found that many CEO’s suffer from a similar “problem.”  Often, they have a strategy in their heads yet it appears to others that they have made a giant leap from vision to KPIs or initiatives.   So while the CEO usually understands how the pieces fit together, most employees are not mind-readers and cannot follow the “leaps of logic”.

This point was vividly illustrated to me in a phone call I had last week.  A CEO called to say he wanted to use a balanced scorecard – he had seen a competitor company achieve outstanding performance which they attributed to their use of balanced scorecard.   Furthermore, he had already figured out the five most important KPIs for his own company...and he asked if we could help him get the managers and employees in his 36 locations to understand and get motivated to take action in alignment with these 5 KPIs. SIGH....I knew it would be a long conversation but he was so sincere and motivated that I dove in and began to try and pull the “middle part” out of his head by asking him questions.

He had a very clear picture of the future state of his company and his descriptions were compelling and detailed.  As we talked, I began to loosely translate his word images to strategic objectives...I could almost create a strategy map from his stories.  And that’s ONE point:  A strategy map tells a story, it paints the picture of the organization’s future state and how it plans to get there.  He seemingly skipped this and other important steps when he leaped from vision to KPI’s and, therefore, he was missing the logical linkages.

Furthermore as I helped him cross-walk his 5 KPIs to the potential objectives,  I was able to show him that his KPIs were all in the results perspective(financial and customer)...he hadn’t fully considered the  driver KPIs that would be needed until I asked enough questions to start teasing the driver strategic objectives out of his head.  In other words, he was asking his employees to focus on end results without articulating a strategy to achieve those results.

After about an hour he said, “I get it.  I skipped the middle part and that’s the MOST important part. I was told that there is a LOT of work to get to meaningful and strategic KPIs but I didn’t understand the middle part.  It is truly important.”   Eureka!

And one final point that I made ....and which he definitely understood:  no matter how smart and fast-thinking he is, if he doesn’t involve his team in the creation of strategy and the strategic balanced scorecard, they will be unlikely to buy-into or actively engage in improving the company’s performance.  He knows that he must SLOW DOWN and let other not only catch up, but have a SAY in strategy and KPIs. 

Are you a fast-thinking CEO who “skips the middle” or do you work for someone who does?  You may enjoy other real stories and examples in the The Institute Way:  Simplify Strategic Planning & Management with the Balanced Scorecard.

Gail Stout Perry Gail Stout Perry

Gail is co-author of The Institute Way with over 20 years of strategic planning and performance management consulting experience with corporate, nonprofit, and government organizations.

Blue Apples & Other Special Projects

By: Gail Stout Perry

Nov 14, 2013 4582 Views

How do you deal with an initiative (project) that is a forceful executive’s favorite idea, or, even worse, is something that your organization has spent years to develop BUT is not aligned to your strategy?  Yikes!

I was teaching a class in Atlanta last week and one of the student teams approached me with a question.  They were looking for actions which they could implement to move the needle on a “product variety” objective on a grocer case study.  One of the ideas was an R&D product to produce “blue apples” which led to a discussion of “Special Projects” at their own organizations.

This reminded me of a REAL client who had invested heavily in a special R&D project.

The client, a Fortune 500, had spent several years investing in this super-secret project which they would not reveal even to us, their trusted consultants.  They simply referred to it as “Project X.”

We had been working with this client to develop their Tier 1 scorecard and were onsite for the final executive team session to prioritize strategic initiatives.  Of course, “Project X” was on the list.  We used a 2x2 matrix as our prioritization schema (in which initiatives are placed into one of four quadrants depending on how strategic and how resource consuming they are).  When we finished the calculations, “Project X” was dangling by its fingernails off of the chart - from the furthest corner of the least desirable quadrant.

It was clear that  “Project X” was an expensive and resource-intensive effort yet it was going to provide little to no strategic impact.

As I nervously shared the bad news about “Project X”, the VP in charge of this initiative nodded her head and said, “I saw this coming as we were developing this strategic balanced scorecard.  We have actually already started on a sunset plan.”  I had feared uproar and this quiet affirmation blew me away.

This speaks to the power of inclusion in developing a strategic balanced scorecard.  This team, which had invested millions in “Project X”, had already realized via their participation in strategy formulation that the investment needed to be redirected.  There were no tears, cursing, or arguing.

Which brings me back to Atlanta.  I tried an experiment and tried to bully my student teams into choosing the “blue apple” initiative the next day.  I was shot down...unanimously...by all the teams.  In this case, the logic of a disciplined framework (to align and prioritize initiatives) trumped my argument by vigorous assertion.  Hands down.  The Institute Way works....for many reasons.  To learn more, visit www.balancedscorecard.org/tiw


Gail Stout Perry Gail Stout Perry

Gail is co-author of The Institute Way with over 20 years of strategic planning and performance management consulting experience with corporate, nonprofit, and government organizations.

Boots on the Ground: Making a Difference in Kuwait

By Gail Stout Perry

Nov 7, 2013 50794 Views

Dateline: CAMP ARIFJAN, Kuwait. First, let me acknowledge that for some inexplicable reason, my career has repeatedly veered into Department of Defense work and this little fact is extremely amusing to those who know that my idea of “roughing it” means staying in less than a four-star hotel and, even worse, having to eat with plastic utensils and use paper napkins.  Nonetheless, I and my high heels are frequently found traipsing across military bases.

I was recently on yet another military base and had the opportunity to visit with a former Institute student – a U.S. Army Colonel.  He had deployed to Kuwait just days after attending our Balanced Scorecard Boot Camp course in 2011.  Upon arrival he found that the Army Contracting Command for which he was to be responsible was faced with tremendous challenges – from dealing with perceptions of corruption in the local supply chain to managing the extreme complexities of contracting for all of the products and services needed by the Army in such a challenging location. 
 
This particular command needed a rapid transformation in order to achieve his vision of “being recognized by our customers as the best contracting office in the U.S. Army.”  -  a bold vision considering the challenges that he and his team were facing.

But before his tour of duty had ended, his contracting command had, indeed, received accolades and acknowledgement as being one of the best Army Contracting Commands anywhere in the world

How did he lead his Command to achieve this vision in such a short time period?  He applied his new knowledge and developed a strategic balanced scorecard.

A few “secrets” to the success of his scorecard implementation should sound familiar to students of The Institute Way:

  • Leadership Engagement: Command & staff meetings utilized statistics on a dashboard tool to provide a snapshot status of where the organization was in accomplishing the strategic plan objectives.
  • Incorporating the “Voice of the Customer”: The team regularly conducted customer satisfaction surveys to obtain feedback in order to sustain or improve the contracting processes within the command.
  • Alignment: The command’s managers embraced the strategic scorecard and used it for employee counseling and to track personnel contributions.

Army Public Affairs subsequently featured the command’s accomplishments – to learn more:  http://www.army.mil/article/71433

To learn more about how to achieve transformational results for your organization or to read more stories of break-through success, we invite you to explore The Institute Way:  Simplify Strategic Planning & Management with the Balanced Scorecard.


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