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5 Secrets To Double Your Team’s Intelligence

Multiplier leaders behave similarly in 5 ways: they act as talent magnets, liberators, challengers, debate makers and investors. 

  1. Talent Magnets don’t have a shortage of talent, quite the opposite – people line up to work for them.  They have an innate ability to identify what Wiseman calls the “native genius” in each member of their team, naming the talent and then putting it to work for them.  They are not constrained by traditional job descriptions, but rather seek to apply the talent of their team to the job at hand.  
  2. Liberators free people up to do their best thinking.  Instead of providing all the answers, liberators have learned the art of asking the question, facilitating conversations that encourage people to find their own answers.  Multiplying leaders encourage people to think for themselves instead; those employees quite literally report that they become smarter.
  3. Challengers are up for precisely that – a challenge.  The have the ability to stretch people beyond their current capability, thrusting people out of their comfort zones in such a way that the “stretch is met”. As people step into their new zone, they discover a level of capability that they never knew existed.
  4. Debate Makers create the ultimate democracy, convinced that the best answers will come from the group. Instead of setting teams up to fail and fight, Multipliers who facilitate debate give their teams time to research their position, clearly define the parameters and goals, and then “pit their wits against each other” to unleash the potential of what lies in the realm of possibility.
  5. Investors answer the biggest question of all: how do we get people in the business to be accountable for the outcome?  Investors know that real ownership and accountability only comes when the individual or team have made the decision themselves, what Wiseman terms “giving them 51% of the vote”.  A courageous act?  Maybe, but one that will forever change the landscape of your business.

Do you want to access double your team’s intelligence? Click HERE for more information or contact us at multipliers@brg.co.za to book a needs assessment.

 

Leading Like a Multiplier

As the knowledge economy takes hold, companies around the world are rapidly realizing that the future value of their business no longer lies in the ownership of infrastructure and technology, but in intangible assets such as brand, intellectual property and people.  And those people all report to someone, a leader.  So how do leaders get more from their existing assets?

In 2013 Peter Bregman, a leadership development consultant writing for Forbes magazine, suggested that “there is a massive difference between what we know about leadership and what we do as leaders”, adding that “I’ve never seen a leader fail because he or she didn’t know enough about leadership”.  Yet knowing, without doing, isn’t knowing.  

Leadership development is an industry in its own right, with numerous emerging development programmes punting their own unique formula about “what to do”.  There are many to choose from, and some fail dismally, leaving companies floundering about what to do next.  Yet some leadership development techniques stick and get traction – not just at a business level, but at a global level.  Liz Wiseman’s research on “Multipliers” exemplifies this kind of traction.

Listed on Thinkers 50 as one of the top 10 leadership thinkers in the world, Wiseman reflected on her 17 years of experience at Oracle and embarked on a research project focusing on the question, “How do some leaders seem to get more out of their teams than their counterparts?”.  The global project was conducted across 4 continents and 120 companies.  The result was astonishing and yet simple: great leaders do 5 things well, so well that they double their access to their team’s intelligence than their diminishing counterparts.

Every company out there would be thrilled to get double the value from their existing assets.  Wiseman’s research demonstrates that leaders who act as “multipliers” are not only successful, but they have a resoundingly positive and profitable effect on organizations—getting more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation.  Most importantly, multiplier skills can be learned and developed. Quite simply, Wiseman’s Multipliers approach tells leaders what to do to get more intelligence out of their existing teams.  Here in South Africa, companies like SAB, SAsol, Atlas Copco, Old Mutual and Standard Bank are already putting multiplier theory into practice, with good effect.

5 Secrets of Leading like a Multiplier

Multiplying leaders do 5 things: they act as talent magnets, liberators, challengers, debate makers and investors.

Talent Magnets don’t have a shortage of talent, quite the opposite – people line up to work for them.  They have an innate ability to identify what Wiseman calls the “native genius” in each member of their team, naming the talent and then putting it to work for them.  They are not constrained by traditional job descriptions, but rather seek to apply the talent of their team to the job at hand.  

Liberators free people up to do their best thinking.  Instead of providing all the answers, liberators have learned the art of asking the question, facilitating conversations that encourage people to find their own answers.  Multiplying leaders encourage people to think for themselves instead; those employees quite literally report that they become smarter.

Challengers are up for precisely that – a challenge.  The have the ability to stretch people beyond their current capability, thrusting people out of their comfort zones in such a way that the “stretch is met”. As people step into their new zone, they discover a level of capability that they never knew existed.

Debate Makers create the ultimate democracy, convinced that the best answers will come from the group. Instead of setting teams up to fail and fight, Multipliers who facilitate debate give their teams time to research their position, clearly define the parameters and goals, and then “pit their wits against each other” to unleash the potential of what lies in the realm of possibility.

Investors answer the biggest question of all: how do we get people in the business to be accountable for the outcome?  Investors know that real ownership and accountability only comes when the individual or team have made the decision themselves, what Wiseman terms “giving them 51% of the vote”.  A courageous act?  Maybe, but one that will forever change the landscape of your business. 

Written by Nicola Tyler

Why Happiness Matters: Workplace Productivity & Profitability

South Africa’s only happiness-at-work conference to reveal how and why happy employees affect the bottom line

 

15th October, Johannesburg. There is compelling evidence that it pays to invest in your employees’ happiness. Research findings are clear that happier employees are more productive, which improves your bottom line. The happiest employees have 65% more energy, spend twice as much time on task, and intend to stay in their job 4 times longer, according to the iOpener Institute.

But what does “being happy” at work actually mean? Why is happiness considered the antidote to poor performance? Isn’t “happiness” just a fuzzy concept? Should workforce “happiness” be on your agenda in the current tough economic climate? What does making happy employees mean in real terms for business leaders and managers? What are the challenges faced by South African organisations in particular?

South Africa’s only happiness-at-work conference returns to Johannesburg this December for the fourth time, hosted by Business Results Group (BRG) and the Gordon Institute of Business Science (GIBS). This year’s event in Johannesburg will bring participants up to speed with all aspects behind workforce happiness – its theory, its value and its challenges – for managers, teams and individuals. Speakers will include Dr Tara Swart, the British neuroscience expert and business coach, Katie Demain, Africa’s foremost expert in workplace happiness, Buyani Zwane, CEO of Breakthrough Development, Dr Barbara Holtmann, social transformation expert, Jayshree Naidoo, who heads the Standard Bank Incubator, Victor Kgomoeswana, business author, speaker and consultant, and lateral thinking evangelist Nicola Tyler. The event will be MC’d by the infamous Lebo Mashile, poet and performer, who will use storytelling to weave a golden thread of happiness throughout the day.

If your employees find joy and meaning in what they’re doing on a day-to-day basis, there are strong odds that this will benefit your profit margin. To shape a happy workforce, you need to listen to them, appreciate them, support them, and empower them to use their strengths,” says Nicola Tyler, CEO of Business Results Group.

The Happiness-at-Work Conference takes place on 4th December at The Forum, Bryanston, Johannesburg. The event content is aimed at line and divisional managers, team managers, HR directors and HR business partners, as well as any other learning and development specialists. Last year’s “Science of Happiness at Work™ ” conference sold out with executives and managers from the private and public sectors participating. Natasha Rudy, Director at The People Strategies says that last year’s event was “Brilliant. Learnt so much. Lots of tools and ideas to implement in the workplace. Very interesting, engaging and brilliant presenters”

The Happiness at Work Conference is brought to South Africa by Business Results Group and the Gordon Institute of Business Science.
Registrations and Further Information

To register for the event or for press enquiries please contact:
Angela Milburn | Email: rsvp@brg.co.za | Cell: 0833271593 | Phone: 0861247328
You can also visit the event listing at //www.brg.co.za/speakers/happiness-at-work-2015

Speaker Bios

About Dr Tara Swart, CEO, The Unlimited Mind
Tara is the only leadership coach with a PhD in neuroscience and a successful career as medical doctor behind her. This unique combination of experience comes together to create an uncompromising and holistic impact on performance optimisation in businesses in the UK, USA, SE Asia and South Africa. Tara is passionate about disseminating simple, pragmatic neuroscience-based messages that change the way people work and sustainably translate to tangible financial improvement in the business. Her neuroscience consulting programme is designed for senior teams in businesses that need their people to do more with less and keep doing it, better and for longer without burning out.Tara is at the forefront of the application of neuroscience to business. She is a published author of 2 books and over 20 articles in journals of neuroscience and coaching. She speaks globally on the brain in business at international conferences, blue chip corporations and at top business schools including Oxford, Stanford and MIT (where she is Senior Lecturer and runs the Neuroscience for Leadership programme). She is regularly quoted in the press and her latest book, Neuroscience for Leadership was published by Palgrave MacMillan this year.

About Jayshree Naidoo, Standard Bank Incubator
As the former Head of Strategy Management and Innovation at DBSA and ex CEO of DaVinci Design, Jayshree now finds herself heading up the Standard Bank Incubator, a creative thinking space that brings together the two works that she is most passionate about innovation and entrepreneurship. She completed her MBA research on in Innovation and Entrepreneurship Capacity Creation, a thesis that capitalised on her 23 years of experience in the field, and across a variety of industries. She has held positions at Discovery, ABSA, Internet Solutions and was a Board Member of Junior Achievement South Africa and former Chair of SAINe (The Southern African Innovation Network).

About Victor Kgomoeswana, Author, Speaker and Consultant
Victor is well known as an African business expert, having published his local best seller, Africa is Open for Business. His exposure to the continent came as he headed up Business Development for PPC, taking him into corners of the continent and unveiling a world of possibility and hope in a region that had historically received scant attention from the rest of the world. As former executive of Ernst & Young, his book brings to life 50 stories of innovation and opportunity behind the business headlines of the last ten years. From the introduction of M-pesa in Kenya to changing the image of Nigeria as Africa’s fraud capital, and from Rwandan coffee farmers to Ethiopian Airlines, and other remarkable stories in between, Kgomoeswana criss-crosses the continent to highlight the most fascinating business stories and their impact on the future of Africa. He is the producer of Africa Business Report, flighted by 702 and SAFM, and is frequently featured on local and international television and radio stations.

About Dr Barbara Holtmann, Social Transformation Consultant
Having completed a PhD in Social Transformation System methodology, Barbara is hailed as an expert in facilitating complex visionary dialogue processes engaging broad stakeholder groups. Her unique approach to “What it looks like when it’s fixed” is also the title of her book, one in which she shares both her research and a deep understanding for the complexities of building communities, businesses and nations in a rapidly changing world. Barbara serves on the board of Women in Cities International and has presented in Mexico, Montreal, Washington DC, Oslo,
Paris, Canberra and London. In Africa she has worked in Kenya, Zambia, Sierra Leone and India and by choice, the main thrust of her work is now being done in South Africa.

About Katie Demain, Consultant, Change expert and Coach
Katie is widely considered Africa’s foremost practitioner in the Science of Happiness @ WorkTM. She is a Global Associate of the iOpener Institute for People and Performance in the UK and with a career spanning more than 20 years, Katie has lived and worked in 12 different countries. With a background in journalism, Katie spent many years leading a team of journalists throughout Africa to research and write economic reports for The Economist, Newsweek, USA Today and other globally recognized publications. Nine years ago, Katie redefined her career to become one of Europe’s most sought after Executive Coaches, working with a number of the world’s top business schools. Her passion is Workplace Happiness and Performance, and her home is South Africa. Today Katie has an enviable client, one that spans continents, countries and companies. She is fluent in French and Spanish and holds a BA in European Business Management.

About Buyani Zwane, CEO of Breakthrough Development
Buyani is an inspiring leader, motivational speaker and facilitator of meaningful dialogue and development programmes for leaders. He has been involved with HR at Shell, Old Mutual, Eskom, Sasol and Uthingo Management. Today Buyani is CEO of Breakthrough Development and a part-time faculty member of the Gordon Institute of Business Science. He is also the winner of the prestigious Black Management Forum’s Manager of the Year, and is the former President of the Black Management Forum in Mpumalanga. He holds a BSc in Industrial Psychology and a number of qualifications in leadership and management development. Entertaining, engaging, committed and passionate about change, Buyani brings more than 20 years of development experience to his presentations.

About Nicola Tyler, CEO, Business Results Group
South Africa’s local expert in the field of lateral thinking, and Founder of Business Results Group, Nicola has presented at conferences around the world. With more than 25 years in the field of learning and development, her experience spans industries and continents. She has shared the stage and conducted Q&A Sessions with great minds and leaders, including Edward de Bono, Robert Kaplan, Dave Ulrich, Martin Seligman, Tal Ben Shahar, Ricardo Semler, Martin Lindstrom, Richard Koch and Dave Norton. Nicola is a popular and sought after strategic thinker, bringing her experience as a trained lateral thinker to strategic conversations across the continent. As a former lecturer on the GIBS MBA, a certified Master Trainer in de Bono Thinking Systems and Practitioner in Liz Wiseman’s Multipliers programme, Nicola is both a popular facilitator and keynote speaker at events around the world.

About Lebo Mashile, Poet and Performer
Lebo Mashile A poet and a performer who is passionate about change, children,communication and collaboration. Lebo is as comfortable on stage as she is behind a camera, having had a career that has spanned scriptwriting, producing, presenting and stage acting. Lebo’s natural talent has now been discovered by the corporate world, where she brings to life her talent for poetry and arts in the workplace. A masterful storyteller, self-scripted, Lebo’s career has seen her named one of New African’s magazines “Top 100 Africans” and winner of the Art Ambassador award for South African Women in the Arts. She holds a Degree in Law and International Relations, is an active ambassador and campaigner for change and has produced two award winning CD’s, Ribbon of Rhythm and Flying Above the Sky.

7 GREAT Reasons to Balance your Balanced Scorecard

Descartes said “I think therefore I am”.  De Bono says “I do therefore I matter”.   Whether we call it strategy execution or service delivery the fact remains that here in South Africa we rank high on the thinking stakes, and low on the implementation scales.

What is it about execution that ails us so much? Moreover, what can we do about it?  One solution is the introduction of a Balanced Scorecard. Yet a Scorecard of any fashion needs to work for you, and be relevant to your business to achieve the results you desire.  It is more than an academic exercise, but rather needs to provide leaders and managers with a snapshot of the business, one that enables better risk management and improved decision making.

According to Dr. Bob Frost, a Performance Measurement expert, there are 7 GOOD REASONS WHY YOU NEED TO USE A SCORECARD EFFECTIVELY:

  1. Scorecards drive better performance.  According to Frost, “feedback enhances performance”. Being able to review your progress towards a goal, drives people (teams and groups) to higher levels of performance.
  1. Scorecards translate your strategy. Translating the big picture strategy into tangible concreate steps and metrics is key for any strategy implimentaton.  Your scorecard needs to enable people to move, change direction and implement your thinking faster than your competition. 
  1. Scorecards help ensure you have the right measures.  “Effective performance scorecards are, by nature, consciously and purposefully constructed. In building one, you develop a logical structure that helps everyone know what should be measured, what belongs on the scorecard and what does not belong.”  What gets measured gets done, and its critical that you measure the right things as metrics alone are not enough.  WHAT is measured must also be at forefront of your scorecard thinking.
  1. Scorecards encourage balanced performance.  “The proper scorecard design keeps the right balance of operational and strategic factors on your radar screen.”  Balancing business as usual with strategic activity will ensure that you have the right balance of focus for success.  An over emphasis on any one strategy may result in a loss of opportunity somewhere else. Your Scorecard activities need to remain in balance, ensuring that all the key elements of success are considered when planning the detailed activities. 
  1. Scorecards point out what’s missing.  “The scorecard will help you see if any key factors are missing—the gaps stand out.”  If you don’t have a sound model on which to base your thinking, then it’s highly possible that something will get missed out.  Introducing the Balanced Scorecard should go beyond the obvious measures and also seek to highlight the gaps, what’s missing and what needs to be done to fill those gaps.    
  1. Scorecards encourage GREAT management.  Great management is about monitoring performance.  Leadership takes risks, management mitigates them.  For sound corporate management to be in place, a thorough monitoring system needs to be introduced.  The Balanced Scorecard is a way of providing management with the appropriate information to enable them to make decisions and manage risk more effectively.
  1. Scorecards communicate – they tell the story.  A view favoured by investors and analysts, a full scorecard tell a full story.  According to Frost the scorecard enables you to “present a compelling picture of performance that is undistorted by focus on an individual issue.”  This ensures that reports do not allow us to be easily ‘distracted’ by one problem and potentially lose sight of the others that require attention.

Organisations, governments, NGO’s and institutions around the world have successfully introduced the Balanced Scorecard to assist them in delivery results to shareholders and stakeholders, ultimately demonstrating how strategic thinking gets translated into business results.  Developed by Harvard Professor, Robert Kaplan and Dr. Dave Norton, the Balanced Scorecard is widely considered as the definitive model for translating strategy into action. 

Prof. Robert Kaplan will be presenting LIVE in South Africa on 17 September 2015, delivering his world renowned lecture on Strategy Execution.  Hosted by Business Results Group, this one-day event promises to provide you with the tools, strategies and techniques to ensure that you continue to get the most out of YOUR Balanced Scorecard.  Book Now //www.brg.co.za/speakers/prof-robert-kaplan/

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DAVE NORTON IN SEPTEMBER – MAKING STRATEGY A CORE STATE OF THE ART COMPETENCE

create value                                                                  Dave Norton says,  

“Behind every story of shareholder value, there is another story of value creation. That is the real story of strategy execution.”

Having had the privilege today to proof read the delegate materials for the upcoming Dave Norton Progress Conference on the 11th September, I cannot resist offering a little sneak preview of the 100 plus slides he has prepared for his South African audience.

In essence, he says, strategy must be a core competence and his presentation shows you precisely what you need to accomplish to make it a core state of the art competence. You can be assured of rich content with case studies and real life applications relevant to both the Private and Public sectors. His content flows seamlessly, offering delegates a deliberate journey through which they can contextualise their strategy execution efforts. And behind every success he shares with you he also tells the story of how the value was created.

THE STRATEGY MANAGEMENT VACUUM

First and foremost he will show how management systems have STILL not changed to keep up with the way the world has changed.  This is what he calls a Strategy Management Vacuum. He goes on to reveal his research into why strategies continue to fail and offer solutions to overcome this sadly, prevalent reality.

MAKING INTANGIBLE TANGIBLE

I was fascinated by his take on intangible assets and how describing your strategy begins by understanding the value the intangibles offer. He cites Apple, General Electric, IBM and others and will illustrate how Tom Stewart’s thinking in respect of how knowledge that exists in an organisation creates differential advantage. Dave remarks, “A good strategy focusses on the processes and people that have greatest impact on customer satisfaction.”

CLOSING THE STRATEGIC PERFORMANCE GAP WITH CAUSE AND EFFECT LOGIC

Dave has prepared a prolific set of strategy maps, scorecards and themes that have been applied within leading organisations. He asserts that your strategic theme is critical to create change and value.

“Intangible assets are bundled”, he says. “One initiative is not enough to execute strategy. You require a portfolio of several initiatives that are interdependent and cannot be treated on a stand- alone basis.” And again, he provides real management tools to show you how to include specific ways to define your strategic architecture, create robust strategy maps and tailor relevant strategy themes. In particular he provides delegates with specific Balanced Scorecards to show how they consistently fill the strategy management vacuum

LEADERSHIP IMPERATIVES FOR EFFECTIVE STRATEGY EXECUTION

Dave also says, “It is not a simple process for a CEO to mobilize transformation.” But his content goes on to provide tried and tested leadership essentials for certain success. He shows what is required in terms of left and right brain thinking to build your effective strategy management systems and why leadership issues are most often the dominant barrier to effective strategy execution. Just one barrier cited is how politics, in 89% of cases, is the major factor that prohibits the successful execution of strategy. Enter Dave’s right brain change management techniques and priorities, with ways to break down silos, get politics out of the way and cascade the strategy and scorecards to all key executives, business units and departments with appropriate accountability.

What follows on from there are the left brain change management tools that he has observed and that have been shown to achieve desired results.

MAKING STRATEGY EVERYONE’S JOB

Dave illustrates how Hilton Hotels did just this by linking their Balanced Scorecard to education, personal goals, incentive compensation and communication. Looking forward to how he will unpack this for us on the day.

SETTING TARGETS & FUNDING THE STRATEGY

Be prepared for prolific content and techniques to define your measures and targets and determine adequate funding.

SUCCESSFUL HUMAN CAPITAL DEVELOPMENT ATTRIBUTES

An annual survey of CEO’s Presidents and Chairman showed that Human Capital Development is the most important issue facing senior management. “People driven strategies counter slow markets and economic conditions. The Balanced Scorecard Hall of Fame shows that successful strategy execution begins with Human Capital Development”, he says. And then goes on to share the results of Public & Private sector results whilst showing you which are the key Human Capital Value Multipliers. He will also show us how to develop competency profiles for each essential strategic job family and in particular how to determine the gaps between individual and group level.

THE CHERRY ON THE TOP: BUILDING YOUR EFFECTIVE OFFICE OF STRATEGY MANAGEMENT: THE EVOLUTIONARY PROCESS

As he insists that strategy is a core competence and that managing strategy is a whole new ball game very different to managing functions, he will show you why new organisation approaches are needed to facilitate cross-functional alignment. He defines the responsibilities of the office of strategy management and suggests the best practices in terms of conducting your meetings and reviews to keep your strategy on course including frequency and structure.

This blog barely scratches the surface or even does justice to what Dave Norton has in store for delegates on the 11th September, but hopefully provides you with some ideas to provoke and challenge your thinking in respect of your strategy execution efforts.

_______________________________________________________________________________________

Dr David Norton is the co-creator of the Balanced Scorecard and leading global practitioner in applying the Balanced Scorecard in both the Private and Public Sector. Together with Professor Robert Kaplan, he has been acclaimed by Harvard Business Review for his significant contribution to the management profession in the past 75 years. More recently Thinkers 50 have ranked them in their Hall of Fame alongside Tom Peters, Kenichi Ohmae, Warren Bennis, Howard Gardner, Henry Mintzberg, Charles Handy, Philip Kotler and Ikujiro Nonaka for their mammoth contribution to business management and leadership.

On the 11th September 2014 Dr Norton will present a full day seminar in Johannesburg on EXECUTING STRATEGY IN A NEW ECONOMY – Balanced Scorecard Essentials.

STRATEGIC EXECUTION “SUCC-ESSentials”

CREATING YOUR UNIQUE STRATEGY AND EVEN MORE DISTINCTIVE SCORECARD TO ACHIEVE UNPRECEDENTED SUCCESS.  

Today Strategy is EVERYBODY’S EVERYDAY job

Inside OR Outside Strategic Thinking

What do the world’s most acclaimed thought leaders have to say about strategy execution and why so many strategies fail to achieve their desired results? Professor Michael Porter, Dr Gary Hamel, Michael Hammer, Professor Robert Kaplan, The late CK Prahalad, Dave Ulrich, Ram Charan, Dr Dave Norton and Tom Peters’ thinking on Strategy Execution.

Tom Peters offers his 2 golden rules to guide your strategy – Rule # 1:  You can’t beat Walmart on Price. Rule # 2: You can’t beat China on cost. In essence he says, “You can’t be remarkable by following someone else who is remarkable.”

Inside OR Outside Strategic Thinking

Michael Porter is globally acclaimed for his strategic insights and in particular his  5 Competitive Forces that Shape Strategy. This model calibrates the attractiveness of an industry and benchmarks your outcome against that of your competitors to shape your new strategy. This is external analysis that on its own, fails to consider the internal factors, processes and people needed to execute and achieve your desired success. This does not imply that Michael Porter is a non-believer in internal strategic triggers as he also notes, “Operational effectiveness and strategy are both essential to superior performance… but they work in different ways.”

Dr Gary Hamel argues that some of the best strategies come from employees within their organisations. This inside-out strategy is based on the premise that they are close to technologies, processes and customers. The late CK Prahalad studied and believed in co-creating unique value with your customers; an outside- in approach. Professor Dave Ulrich is obsessed with designing strategy from the Outside-in with customers defining your future HR strategy. Michael Hammer’s business process re-engineering has been applied by many organisations to improve internal processes that deliver superior performance.

P’s & Ham 

In this instance, Peters, Prahalad & Porter’s insights offer you an external approach to shape strategy while Gary Hamel & Michael Hammer’s insights recognise the significance of internal processes. That said, they all acknowledge that these management interventions and ideas cannot stand alone. Michael Hammer has long been acclaimed for his innovative approach to improving internal capabilities and yet he concurs, “High performance operating systems are necessary but not sufficient for enterprise success.”

Today Strategy is EVERYBODY’S EVERYDAY Job

Ram Charan says that in the majority of cases (70%) the real problem isn’t bad strategy – strategies most often fail because they are not executed well.

With this wealth of wisdom and thought leadership, why are companies still failing to execute strategy?

Inside AND Outside Strategic Execution

Professor Robert Kaplan and Dr Dave Norton say that while there is a plethora of great strategic implementation tools out there, companies fail to integrate external and internal triggers that measure the cause and effect hypotheses in respect of the 4 key drivers of value in their business. A successful scorecard will show you how improvement in one area may be achieved at the expense of another. It breaks down silos and has a key shared understanding among all employees.

You can’t use a rugby scorecard for a cricket match |The “what to measure” dilemma

Traditionally people have tracked their performance against established standards and then taken corrective action. Exclusive reliance on financial measures as a management system was causing businesses to do the wrong things. These traditional measures offered lag indicators as they only reported on outcomes. Your scorecard should provide you with lead indicators – drivers of future financial performance. In a recent interview Norton confirmed that companies still rely too heavily on the quarterly report and use this as the life-cycle in their organisations.

A good balanced scorecard should tell your visionary strategy story

Norton and Kaplan confirm that companies also fail to execute their strategy when they fail to create a unique scorecard that is discernible and relevant to their business. Your strategy should be distinctive to your “do-well” existing and future capabilities. On Kaplan’s visit to South Africa in 2012, he was asked why companies, who widely publicise and communicate their scorecards, so liberally, do not fall prey to prying predatory competitors.  He said, that in all of his years observing Balanced Scorecard interventions, he has failed to see competitors achieve success by simply adopting another company’s scorecard. Your scorecard becomes your organisations’ unique DNA, it captures the hearts and minds of the people who co-create it. Nicola Tyler, the CEO of Business Results Group and sought after strategic facilitator, has long argued that the closer a person is to the origination of an idea the more likely they are to act on it.

And if your strategy and your scorecard are not unique and distinctive, remember Tom Peter’s earlier words, “You cannot be remarkable by following someone else who is remarkable.”

July 2014

In 2014, BRG & GIBS will present Dave Norton – Live and in Person: Executing Strategy: Balanced Scorecard Essentials. The 2014 programme includes the latest findings and experiences in strategy, measurement, leadership, human capital and cross functional priorities and solutions with tried and tested Balanced Scorecard essentials. In a recent interview Dave Norton highlighted that although he is comforted and assured of the effectiveness of the Balanced Scorecard by the 100 plus companies in The Balanced Scorecard Hall of Fame who have evidenced success using the Balanced Scorecard correctly and in its entirety; there are still 100’s of companies out there just doing it wrong.”

Dr Dave Norton has most recently been honoured by Thinkers 50 in their Hall of Fame sharing this acclaim with Tom Peters, Warren Bennis, Howard Gardner, Charles Handy, Philip Kotler, Henry Mintzberg, Kenichi Omae, Ikujiro Nonaka and his colleague Professor Kaplan, for their mammoth contribution to business management and leadership. Harvard Business Review recognised the Balanced Scorecard as one of the most influential management ideas in the past 75 years.