I recently had a conversation with an organization’s board member who said, “I’m so frustrated. We have a balanced scorecard but I don’t see how the things the management team is measuring or executing are linked to our strategy. I don’t see the connections. Our balanced scorecard feels operational.” He was correct. Even with my practiced eye, I, too struggled to see clear linkages to strategy. Then I fielded a confidential call from the management team at the same organization who expressed their own frustration that their board members “just didn’t get it”. And as these conversations cycled, the board members became even more exasperated that there was no evidence that the organization was actually executing its strategy.
Have you ever noticed how a newly hired CEO often starts his/her tenure with a BANG! Making all sorts of immediate changes – whether it’s replacing the entire leadership team, reorganizing, initiating a major acquisition or spinning off a business unit? One thing that is a hallmark of new CEOs is…change! And this creates great tension...
An executive once asked me a question that launched me on a 4-year quest for an answer. We were discussing examples of visionary leaders who led their organizations to great heights. He looked at me with desperation in his eyes and said, “HOW do visionary leaders think of this stuff? I’m not Steve Jobs or Henry Ford. I have no brilliant...
I received a text message from a friend today: “My brother-in-law needs to build a balanced scorecard. Where can he find examples?” ~Sigh~
That is like asking me, “My brother-in-law needs to get from New York to Texas. Where can he find any old Google Map screenshots?” The crux of the matter is: What is...
I love to watch Shark Tank and I’ve been known to purchase a product that the Sharks reject.
So, what was the problem? Why don’t the Sharks bite on a good product? Because it’s not about the product. It’s about the business.