​​​​​​BALANCED SCORECARD REPORT (HARVARD BUSINESS PUBLISHING) 


Transforming Operational Planning and Review into an Operating Strategy System 
by 
Michael Contrada 
Source: Balanced Scorecard Report (Harvard Business Publishing)
Publication date: Mar 20, 2009
 

Traditional operational planning and control refers to the management processes that focus on two fundamental activities: (1) implementing the strategic plan to produce short-term results; and (2) comparing performance against the plan and taking action to ensure that results, both strategic and operational, are achieved. Several recent BSR articles have elucidated the key components of operational planning and review processes that comprise three of the six stages of Kaplan and Norton's Execution  Premium management system: Align the Organization with the Strategy, Plan and Execute Operations, and Monitor and Learn. Since these components constitute the newest elements in the evolving Balanced Scorecard-based management system, now is an opportune time to paint an integrated picture of what we call the "operating strategy system." 
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Free at Last: Moving Performance Management Beyond Budgeting 
by 
Michael Contrada 
Source: Balanced Scorecard Report (Harvard Business Publishing)
Publication date: Jul 15, 2003 

Organizations have invested plenty to boost their flexibility and adaptiveness. So why aren't they there yet? The reason, according to the authors of the new book, Beyond Budgeting, lies in the continued reliance on the budget as a performance-driving tool. Getting rid of this vestige of the outdated command-and-control culture is the only way to unleash the power of new management processes, tools, and technologies. 
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Discipline of Execution 
by 
Michael Contrada 
Source: Balanced Scorecard Report (Harvard Business Publishing)
Publication date: Mar 15, 2003
 

As the business world recovers from the irrational exuberance of the new economy--and its reliance on rosy forecasts instead of real financial disclosures--executives are rediscovering the fundamentals of strategy execution. The tenacious bestseller Execution, by Larry Bossidy and Ram Charan, makes the case that getting results consistently comes from practicing the "discipline of execution." In effect, the authors are pointing to the Strategy-Focused Organization and its foundation system, the Balanced Scorecard. 
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Using the Balanced Scorecard to Manage Value in Your Business 
by 
Michael Contrada 
Source: Balanced Scorecard Report (Harvard Business Publishing)
Publication date: Jan 15, 2000 
What do we mean by value, and how do we measure it? Many tools are now available for measuring value in each of the four perspectives of a Balanced Scorecard. Among them: economic value added (EVA), customer value analysis, total quality management, and activity-based costing. In this article author Michael Contrada describes how a Balanced Scorecard can provide an organizing framework that helps companies maximize the benefits of these other tools. 
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I
NFORMATION MANAGEMENT 


Initiative Portfolio Management: Making Decisions 
by 
Michael Contrada (with George Veth)
Source: Information Week 
Publication date: Aug 1, 2006 

Strategic initiatives are major organizational undertakings to implement strategy beyond business as usual. They constitute the programs, projects and action plans which close the performance gaps defined by scorecard measures and targets. Ultimately, initiatives are the means to achieving the intent and purpose of the strategic objectives communicated by the strategy map and measured by the scorecard. 
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Translating Strategy into Action - The Missing Link 
by 
Michael Contrada (with George Veth and Bhavana Devulapally)
Source: Information Week 
Publication date: Jul 1, 2006 

Strategic initiatives are the currency of strategic management. They are the programs and projects undertaken to transform "business as usual" to capture new markets or exploit productivity gains. Strategic initiatives demand corporate funding and boardroom visibility. Most corporations maintain a portfolio of strategic initiatives, or calculated bets on the future, that they actively manage in an attempt to control their destiny. 
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Scorecards: Translating Strategy into Action 
by 
Michael Contrada (with George Veth)
Source: Information Week 
Publication date: Jun 1, 2006
 
Scorecards, also called strategy, performance or balanced scorecards, are now ubiquitous. Scorecards are a primary means of translating strategy into action. They define, through measurement, the intent and purpose of strategic objectives and provide clarity to managers, staff and external observers on the meaning of performance for an organization. 
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Mapping the Path to the Future 
by 
Michael Contrada (with George Veth)
Source: Information Week 
Publication date: May 1, 2006
 

Strategy management is comprised of three key components: strategy maps, performance scorecards and strategic initiatives. This column will explain the strategy mapping process and provide some guidelines for its implementation in different strategic contexts. 
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STRATEGIC ALIGNMENT BLOG on AdaptableOrg

Nothing New Under the Sun: Enduring Management Practices 
by 
Michael Contrada
Source: AdaptableOrg.com
Publication date: Apr 3, 2012 

The ancient Greek, Heraclitus, and the Biblical author of Ecclesiastes recognized this truth millennia ago. More recently, Roger Sutton in an article titled “Good bosses are the same today as they were in 1992” makes a similar point with regard to business leaders: “In a world of near constant innovation and disruption, the definition of a great boss (or leader or manager) may be the one thing that doesn’t require reinvention.” 
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Pay for Performance? Caveat Emptor! 
by 
Michael Contrada
Source: AdaptableOrg.com
Publication date: Feb 29, 2012 

This week’s picks include Steve Denning’s discussion of the well-reasoned critique in the latest HBR of the disproportionate haul of the C-suite compared to any common-sense notion of business performance. This has been a glaring problem and demonstrates the need to be cautious when measuring performance. 
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The Big Downshift in Business Performance 
by 
Michael Contrada
Source: AdaptableOrg.com
Publication date: Jan 30, 2012

The management innovations tracked by Adaptable Org represent the response of organizations to the competitive, technological, consumer, and social forces at work in today’s business environment. But is management innovation actually having an impact? According to the new report from Deloitte, The 2011 Shift Index: Measuring the Forces of Long-Term Change, business performance as measured by ROI has been on a downward trend from 1965 to the present.
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Social Business Planning 
by 
Michael Contrada
Source: AdaptableOrg.com
Publication date: Jan 9, 2012

Looks like “social business planning” will continue to be a big theme for strategic alignment in 2012. Last year, we saw the new social media become mainstream tools for extending marketing and enhancing brands by creating a two-way dialogue and real-time feedback between companies and their customers. 
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Reinventing Management 
by 
Michael Contrada
Source: AdaptableOrg.com
Publication date: Sep 20, 2011  – Aug 13, 2012
 

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