Tuesday , November , 20 , 2018
The Institute Way Blog
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”.
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!
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...
I talked to a student from one of our classes over a year after the class to see how things were going, and she told me a long story about how they were still debating the exact wording of objective number 9. I asked her if they had reached their targets on any key measures and she said that they were still tweaking the measurement data definition. So a year...
A few years ago I was facilitating a post-merger integration process for an expanding publicly-traded utility company that had bought a smaller, rural utility in order to expand its territory. The parent company had a balanced scorecard, and we created an aligned scorecard for the smaller company.