Execution Excellence E-Book

Sanjiv Anand

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 237

Veröffentlichungsjahr: 2016

Beschreibung

A hands-on guidebook for making your strategy work with effective Balanced Scorecard design, deployment, and maintenance Execution Excellence is the practitioner's guide to real-world implementation. Designed by a Balanced Scorecard (BSC) thought leader with 30 years of experience and over 300 global implementations under his belt across a range of industry sectors, this guide gives you a hands-on framework for putting the BSC methodology into action. Clear, concise, and easy to read, this book skips the theoretical exposition to get right to the point--how can companies use BSC to effectively deploy strategy and drive individual and enterprise performance? You'll find the answers here. The discussion outlines the ways in which firms commonly fail in implementing BSC. These failures can be traced back to common design and implementation flaws: making the process too complicated and focusing on the BSC process rather than the outcome. The discussion will also cover design optimization across a range of key industry sectors. You'll gain expert insight into avoiding these missteps and the practical tools and perspective you need to implement BSC correctly the first time. While the Balanced Scorecard framework is widely accepted and praised, about half of firms that implement it fail to realize the full benefits. The fault lies not with the framework, but with the design, and more importantly--execution. This book gives you the information and tools you need to adopt BSC successfully. * Design a BSC that truly and simply reflects your strategy * Customize the BSC to reflect your industry's uniqueness * Define clear measurements and ownership that suit your strategy * Develop a framework for efficient data collection and reporting * Implement effective reviews to keep your business on track * Use your Balanced Scorecard data to close performance gaps Developed in the early 1990s, the Balanced Scorecard framework has been recognized as one of the most seminal business ideas in the last 75 years. Thousands of companies around the world use BSC to create and maintain a performance-oriented enterprise, yet just as many try and fail. Execution Excellence shows you what you need to know and do to become a BSC success story.

Leseprobe

Contents

Cover

Title Page

Copyright

Dedication

Preface

Acknowledgments

I: The Real World of Strategy

1: The Global Business Environment in Today's Flat World: News Flows Faster than Water!

So Where Do We Go from Here?

What Does That Mean?

2: The Evolving Role of Strategy: Is Strategy Dead?

Blue-Sky Strategy

Back-to-Basics Strategy

3: Strategy Formulation: Building a Strategy that Works

External Assessment

Internal Assessment

Strategy Formulation with the BSC

4: Strategy Execution: It's All About the Implementation

5: The Business Planning Process: Don't Let the Process Overrun You

Ownership

II: Introducing the Balanced Scorecard

6: Introducing the Balanced Scorecard: Circa 1992 and Still Going Strong

History

Basic BSC Framework

Design

Implementation

Cascades

Individual BSC

Using the BSC to Formulate Strategy

7: Challenges in Implementing the Balanced Scorecard Successfully: Time to Put on a Helmet!

General Challenges

Design Challenges

Implementation Challenges

III: Challenges in Balanced Scorecard Design

8: Designing the Strategy Map: Keep It Lite

Introduction

Design Methodology

Strategy Map Design Components

Impact of Industry Customization and Support Functions on Strategy Map Design

Strategy Map Design for Nonprofit and Government Organizations

The Concept of the Linkage Model

Designing a Lite Version of a Strategy Map for Board Reporting: Strategic Themes

9: Defining Objectives: The Wordsmith's Challenge

The Bad Way

The Good Way

Customer Objectives

10: Picking Owners: Four Executives Don't Run a Company

Owning the Formulation

Owning the Execution

How Does Ownership Really Work in a BSC Meeting?

BSC Ownership versus Individual Performance Measures

11: The Art of Measurement: Lead, Lag, and How Many Are Enough

Introduction

Financial and Non-financial Measures

Lead and Lag Measures

Strategic versus Non-strategic Measures

Financial Measures

Customer Measures

Internal Perspective

Learning and Growth Measures

Measurement Formulas

Data Sources

What about Missing Data Sources?

How Many Are Enough?

12: Units and Frequency of Measurement: Stay Honest

Units of Measurement

Key Milestone Indicators (KMS)

Decimals

Frequency of Measurement

13: Target Setting: Actionable or Aspirational?

Target Intensity

How Many Targets to Set of Each Kind?

Target-Setting Benchmarks

Target Calculation

14: Initiative Alignment: Are You Overrun with Projects?

15: Designing Cascades: Top Down or Bottom Up

Introduction

The Next Level Cascade: Functional Organization

Multi-divisional Structures and Cascades

16: Aligning Individual and Enterprise Performance: Unlocking Human Capital

Introduction

The Right Way

Measures

Cascading Weights and Measures

Bands

IV: Challenges in Implementation

17: Selecting the Right Balanced Scorecard Coordinator: Not the Audit Team, Please!

Introduction

The BSC Coordinator

Cascade Coordinators

18: Get Ready for the First Reporting: Sixty Days to Lift-Off!

Introduction

Timelines

The Accuracy of a Measure

You Missed the Start of the Year

19: How Should the First Meeting Run? And How Frequently?

Introduction

Deck Pre-distribution

BSC Coordinator's Role

The Discussion

The Discussion on Initiatives

Meeting Closure

What about the Cascade Scorecard Meetings?

Conclusion

20: What about Scorecard Automation? Mobile and Dynamic Scorecards

Introduction

The Excuse to Automate

When to Automate?

Components of BSC Automation

The Automation Process: The Data Challenge

Benefits of BSC Automation

21: What Happens After a Meeting? Making Sure the Traction Lasts the Whole Month

Introduction

Circulation of Post-meeting Deck

Follow-up Action

Complaining

Ensure Cascade Alignment

Initiative Action

An Unfortunate Case Study: Blowing up a $5 Billion Company

22: The Communication Challenge: It's Like Keys to the Executive Washroom

An Unfortunate Case Study: Paper on the Walls

Start at the Design Stage

At the Reporting Stage

Board Reporting

Using It to Build a Training Agenda

23: What Happens If Performance Does Not Improve? Patience and Speed Go Together

Introduction

It's Not a Formula 1 Car

What If There Is No Cause and Effect?

Too Many Reds

The CEO is Not Pushing the Agenda

The Ownership of the Strategy Is Wrongly Placed

24: Running a Best-in-Class Project Management Office: You Can't Do It without a Command Center

Everything Is a Project

The Evolving Landscape of Project andProgram Management

The Program Manager's Role

An Effective PMO

PMO Knowledge Areas

PMO Process Groups

PMO Maturity Levels

PMO Types and Approaches

Critical Success Factors to Set Up an Effective PMO

Linking the PMO to Strategy through the Balanced Scorecard

25: Oops. The Strategy Has Changed: What Happens Now?

Introduction

Midyear Strategy Change

Annual Strategy Review

V: Conclusion

26: Conclusion

Make Your Strategy Positive

Execution Is about Focus

Focus and Measurement

Ownership

Stay on Track

Youth Matters

Gray Hair Matters

Appendix A: Industry and Function Specific Strategy Maps and Scorecards

Appendix B: Bank Case Study

Situation

Solution

Benefit

Appendix C: Textile Company Case Study

Situation

Solution

Benefits

Appendix D: Travel and Tourism Case Study

Situation

Solution

Appendix E: Illustrative Financial Measures by Industry

About the Author

Index

End User License Agreement

List of Illustrations

Figure 3.1

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Figure 24.2

Guide

Cover

Table of Contents

Begin Reading

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Execution Excellence

Making Strategy Work Using the Balanced Scorecard

Sanjiv Anand

Cover design

Copyright © 2016 by Sanjiv Anand. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.

For general information about our other products and services, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Names: Anand, Sanjiv, author.

Title: Execution excellence : making strategy work using the balanced

scorecard / Sanjiv Anand.

Description: Hoboken, New Jersey : John Wiley & Sons, Inc., [2016] | Includes

index.

Identifiers: LCCN 2015048159| ISBN 9781119196464 (hardback) | ISBN

9781119196488 (ebk); ISBN 9781119196471 (ebk)

Subjects: LCSH: Balanced scorecard (Management) | Strategic planning. |

BISAC: BUSINESS & ECONOMICS / Strategic Planning.

Classification: LCC HD58.93 .A53 2016 | DDC 658.4/012--dc23 LC record

available at http://lccn.loc.gov/2015048159

Dedication

This book is dedicated to my wife, Monica, and to my boys, Sahil and Jai, for tolerating my 30 years of travel in trying to make strategy work for clients.

To my dad, who taught me consulting and how to be a good human being. And to my mom, who helped my dad and me follow our dreams.

Preface

This is my second book. My father always encouraged me to write. He felt that it was a great way for people to share their experiences with others. As a management consultant, he had a number of stories that he loved to tell which encouraged me to follow the same career path. In an average year, a consultant goes through 10 client experiences, managing over 10 relationships with each client. That's 100 relationships a year, with another 100 added every year you're in the business. As a result, management consultants enjoy many more professional relationships than people in other jobs—more than some people cultivate over an entire lifetime. This wonderful opportunity also comes without your having to go to the same office every day. Almost every day, I'm in a different city, plane, taxi, office—even in a different time zone. It sounds tiring, but I don't regret a single day of what I have done in the past 30 years of my life, no matter how hard it has been.

And this book is that story. I have seen companies of all shapes and sizes in every part the world attempt to commit to being strategy-focused and performance-oriented organizations. From a major consumer electronics retailer in the United States and a duty-free operator in the United Kingdom, to a Georgian bank in Tbilisi and a family-owned business in Abu Dhabi, to a telecom company in India and a stock exchange in Singapore. Some succeed, some do moderately well, and some die.

This book is not about the theory of strategy and its execution; I don't have a PhD, and it's too late to get one. It is about strategy and its execution in the real world—and believe me, after all I have seen, it is clear that the real world is different than what books make it out to be. In some markets, the strategy can be complex. In other markets, the strategy is simple because the market is simple. Irrespective of the complexity of the market or the strategy, what matters is the execution. It's about getting the strategy executed, within the timelines you have, with the resources you can bring to the table to achieve the results you desire. That's execution excellence.

In my first 10 years executing strategy as a consultant, I did not use the Balanced Scorecard (BSC). Discovering the BSC overhauled my approach and in the years since, I have found time and again that there is no better framework to help you execute strategy successfully. That is what this book is about.

The material is presented in two distinct parts. The first explains how to design the BSC to execute your strategy, and the second covers how to ensure its successful implementation. To reach execution excellence, success in both areas is critical.

You will find many books on the subject of BSC or strategy execution. This one takes a practical approach, using real-world lessons to learn about what actually happens.

Enjoy the ride!

Acknowledgments

It would be impossible to write a book about execution excellence without thanking the clients I've had over my 30-year career. At last count, there were over 200 of them, across 30 different industries, in 25 countries, and of many nationalities. From young entrepreneurs to seasoned industrialists, from government executives to college deans, I thank you all. Thank you not only for the opportunity to work with you, but also for your trust and openness as you shared your thoughts with me. You have taught me so much about execution and business. Yes, I admit it. Consultants learn from their clients, and also pass that knowledge forward. Life and learning is always about interaction. As is this book.

None of this would ever have been possible without my colleagues. Consulting and execution of strategy is all about teamwork. Since my early days in Chicago, where I learned the art of consulting, to New York, Mumbai, Dubai, and infinite other locations, my colleagues have been next to me and our clients, making strategy work. Special thanks go to V. Ramkumar, Chetan Parekh, and Amit Jain, who have been with me through this process for over 10 years. My gratitude also goes to all my bosses who, since 1985, have also been my well-wishers. And lastly to one of my young consultants, Aditi Kothari, for having helped me through the process of completing this book.

And I do believe in God, so thank you, God, for the opportunities you have provided and the happiness that has come with them.

IThe Real World of Strategy

1The Global Business Environment in Today's Flat WorldNews Flows Faster than Water!

The problem with writing about global business is that everything changes overnight. Today's topics are not even tomorrow's history or news. The Internet, information technology (IT), and the rapid globalization of businesses over the past 30 years have made this possible. So you have to excuse me if I make some comments today that may seem utterly meaningless a few years from now. However, the good news is that in spite of this, the topic of execution excellence will remain evergreen. It will continue to exist as long as human beings exist, and corporations exist with the intent to succeed. So, from that standpoint, your investment in this book is safe.

Now back to global business environment. I started my career as a young consultant back in Chicago in 1985. It wasn't easy. I remember one of my first clients, an industrial-crane manufacturer on the outskirts of Chicago, telling me that he wasn't going to take advice from a 26-year-old Indian kid with a funny accent. He even looked like Ronald Reagan, which made it more strange. What he didn't know was that my boss, sitting next to me, was actually of Iranian origin. Together, we fixed the company in four months, and in spite of the client's challenging demeanor, he publicly appreciated the work we had done. An Indian and an Iranian in the 1980s fixing a traditional midwestern manufacturing company. My first experience in a flat world!

It may seem a unique event, but our friend was clearly not paying attention to the world around him. In the late 1970s, the gutting of U.S. manufacturing started, and original equipment manufacturers (OEMs) seeking lower costs started moving plants to China. I remember those days clearly. On my way from one midwestern city to another, I drove through small-town America, and it was clear how plant closures were destroying local economies. Main Street shops were shuttered and pawn shops replaced them. I know this space well, because my colleagues and I facilitated this process. We helped a large number of Fortune 500 companies across industries set up operations across the world, mostly in China and India. I know that many people say that the globalization of business began centuries ago with ancient trading routes and has existed ever since. The shift also comes from modern Western companies globalizing over the years. But let's be honest, when we talk about globalization today, it's really a BRICS story, and particularly the China and India story

What started as an OEM movement soon overflowed to suppliers. If a large U.S. corporation set up a plant in China or India, you could hardly expect the suppliers to all be based in the Midwest. Soon the suppliers were being asked to set up operations in China, near the OEM plants. Many of the owners of these small and medium enterprises (SMEs), who had not even made frequent trips to New York, were now being asked to go set up shop in China. Some brave ones tried, and of those some succeeded but many did not. They hoped that their other customers would not do the same; however over a period of time, most did. A considerable proportion of the SME businesses died out and was soon replaced by local Chinese suppliers, who probably stole their technology. The large-scale manufacturing movement to international markets helped the large corporations survive, but killed many small and medium-sized businesses who didn't have the resources to compete.

Of course, low-cost manufacturing grew in emerging markets and created exports to high-demand markets. India built an entire IT industry that allowed for on-shoring and off-shoring of technology and business processes. Through all this outflow and inflow, the world became flat. Maybe this is what the original discoverers of the continents meant; Facebook and Google made it a permanent reality.

So Where Do We Go from Here?

All businesses today, whether local, global, or glocal, operate in a flat world. A small pharmaceutical manufacturer in India competes with local SME's, large national players, small and large regional players, and medium and large global players. Most of these competitors operate like Tomahawk missiles fired from a ship off shore. The small local players don't see them till they hit and by then it's too late. The same is true for many businesses. I'm not saying that these small business can't compete. In fact, often it's the large international players who underestimate the smaller competitors. All I'm saying is that the world is flat and that's how it's going to remain. So if one is writing a book about strategy and execution, it is obvious that this strategy will have to succeed in an environment of a flat world.

What Does That Mean?

From a financial perspective, it means that your financial endgame needs larger aspirations.

It means your revenue drivers will have to include organic and inorganic cross-border growth.

It means your financial risk will involve cross-border currency risks as well as benefits.

It means your cost and efficiency will need to be globally competitive, often having suppliers and employees off shore in locations you could not imagine.

Your customers will be global.

Your brand will have to translate into many languages and something globally meaningful.

Your relationship management skills will need to be much better than the U.S. airlines that we tolerate today.

Your products will need to be competitive across multiple customer segments.

Your innovation processes will need to design products and services for multiple markets.

Your sales engine cost structure will need to profitably sell high-value products in mature markets and low-value products in emerging markets.

Your organization will look like the UN, but will need to be performance driven.

Your IT will be the glue that holds your organization together and helps it deliver value.

If you are ready for all of the above, you are ready to execute strategy successfully in a flat world. Let's go do it!

2The Evolving Role of StrategyIs Strategy Dead?

I'm not a strategy guru. Neither am I a professor with a PhD. All I am is a simple practitioner of strategy, who has spent 30 years helping clients execute strategy globally in places you wouldn't want to go. For the consultants who complain about travelling to Chicago in the winter, how about trying to execute strategy in remote areas of India, China, or Pakistan, or better yet in Tbilisi, Georgia, with Russian tank turrets only a few miles away. For 30 years I have crisscrossed the globe helping clients execute strategy, and I have a big secret to share with you today. Actually, it's the elephant in the room: It's all about execution and making strategy work! It's not about the formulation.

So, is strategy dead? Not really. Remember, I said it's about making strategy work. To execute a strategy, one obviously needs a strategy in the first place. However the one thing I will say is that strategy is overrated. What's the point of having a strategy that can't be executed? You may know the old adage, “Don't fight a battle that you can't win.” I like to apply it to my work by saying, “Don't call something a strategy if you can't execute it.” A non-executable strategy is meant for your bookshelf; maybe with all the other theoretical consultant reports you may have collected over the years.

Blue-Sky Strategy

There are plenty of words you can use to make basic things sound very interesting. Take for example words like blue sky or moon shot. They all sound really nice. To put it simply, it means something out-of-the-box, innovative—something aspirational that you want but don't know how to reach, and so on. Nothing runs with that and, I am sorry, you can't run a corporation on the basis of such a strategy. It can be one component of an overall strategy, but not the whole enchilada.

Have you ever seen a blue-sky strategy report (sometimes called a 30,000-feet report), or some of the reports of leading consulting firms. They all sound very logical, fancy, nicely charted, but can you execute the strategy? No way. There isn't enough detail to tell you how to move ahead. I don't mind it. That's what keeps firms like mine, and many others, alive. Clients hand us a report and say, “Here's what the board mandated and the consultants came up with. But we don't know how to execute it. Please help us.” This means they still need a strategy that has the level of detail that needs to be executed, or an operational strategy.

Back-to-Basics Strategy

If you look at the origin of consulting firms, about a hundred years ago, they started with operational strategy. Many of them worked with clients to help them improve processes, manage costs, and drive enterprise performance. Over the years, starting in the 1960s, as management education evolved and the business schools starting turning out MBAs, and as companies began hiring them, management thinking started to evolve. All of a sudden, there was a burst of new management ideas, and the concept of strategy and strategic planning came into play. The fact that faculty of some of the leading business schools on the planet saw this as a revenue-generating opportunity for themselves, in terms of books and consulting contracts, accelerated the process. As the son of a professor and consultant—and a consultant myself—I don't think there's anything wrong with that. I'm just laying out in simple terms what I think about the evolution of the concept of strategy and the strategy planning process.

This definitely drove the evolution of new industry sectors (e.g. business services, information technology), but most importantly, it accelerated globalization overall. As discussed earlier, the era of the 1980s and 90s was the big bang era of globalization with China.

Unfortunately, since then life has become somewhat boring on the strategy formulation front. It's somewhat like the current trend of back-to-basics concepts in banking. Now that the banks have had all the fun they wanted, including huge bonuses and a near blow-up of the world's financial system, it's time to get back to the basics of retail and corporate banking: deposits and lending. Strategy has given us a lot of good things, but it's also given us a lot of bad habits, including the wave of mergers and acquisitions (M&A). A CEO may think M&As are the best thing since sliced bread, and turn around and sell everything off to concentrate on the core business—and life goes on. This has repeatedly been done in the past and many times destroyed enterprise value and hundreds of jobs.

I think we are now back to the basics in terms of strategy. CEOs and clients are looking ahead for an operational strategy that works. It will have many motherhood components, but there is nothing wrong with that. If you can't get the motherhood components right on a consistent basis, first focus on that. Once you get that right consistently, you may not even need the blue sky strategy. Some examples of motherhood components are:

Achieving consistent financial performance

Creating a culture for performance