Simple, Powerful Tools for Strategy Implementation.

?A strategy can be beautifully and painstakingly designed.?But implementing strategy is, as continued research shows, a perennial challenge for most organizations – and one that has become more acute in today’s fast-changing and unpredictable world.

Delivered by James Creelman, the previous Master Trainer for Kaplan and Norton’s Balanced Scorecard Certification Programs, this one-day Masterclass provides course participants with a set of proven, practical tools for successful strategy implementation.

This set of tools provides participants with a simple, step-by-step, sequential process for distilling a formulated Strategy into focused action points and a Balanced Scorecard System of Strategic Objectives, KPIs and Initiatives.

?Session 1: Creating a Strategic Change Agenda

A Strategic Plan can be long and detailed. ?A one-page Strategic Change Agenda enables the identification of the critical performance areas that must be mastered in strategy implementation against financial, customer, internal process and learning and growth perspectives.

As used successfully by organizations such as the FBI, the A Strategic Change Agenda is a simple and effective framework to identify and assess is and the current state – “As is…” and to project desired future states – “To be…” for key performance dimensions such as Customer Relationship Management and Organizational Culture.

Session 2: Selecting Strategic Objectives

Organizations typically struggle to identify the key Strategic Objectives that populate the Strategy Map of the Balanced Scorecard System, resulting in either too many objectives or objectives that are too vague for practical value.

Learn how to use the Strategic Change Agenda as basis for selecting a small set of focused and strategically critical Strategic Objectives.

Session 3:?Writing a Strategic Objective Statement

A challenge with Strategic Objectives is that they are described in a few words, making it very difficult to gain organization-wide agreement as to the meaning of the Strategic Objective, which hampers implementation efforts.

?Learn how to scope a Strategic Objective Statement - ?a simple ?two-paragraph explanation of why the objective is strategically important and the key interventions required to deliver the objective.

Also learn how to weave the statements together into one short document that becomes the Strategy Value Narrative.?Invaluable for stakeholder communication purposes the value narrative is a short, focused explanation of what the strategy is and how it will be implemented.

Session 4: Selecting KPIs based on the Objective Statement

A major challenge for organizations is how to identify the select few, strategically critical KPIs for assessing organizational performance to the Strategy. ?

Learn how to select impactful KPIs, based on the “how the strategy will be delivered” part of the objective statement and how to keep the selected KPIs to the minimum few.

Session 5:?Building a KPI Card

Organizations typically struggle to “manage” KPIs once selected – clearly explaining how success the KPI will lead to improved performance, and how the data is collected and reported.

A KPI Card is a powerful tool for steering organizations through the hurdles of successfully managing KPIs.?Included within the sections of the Card are:

·??????The Strategic Objective and Objective Statement that the KPI supports.

·??????KPI description and ownership

·??????Data collection process

·??????Positive and negative behaviours that the KPI might trigger

·??????Process for KPI analysis

·??????Who will receive the KPI analysis KPI and what they will do with that information.

As a documented process, the KPI Card ensures consistent management of the KPIs throughout the lifetime of the strategy.

Session 6: How to Identify Strategic Initiatives

This tool provides a simple process for identifying the Strategic Initiatives that are deployed to close the gap between current and targeted KPI performance.

Also learn how to use a Strategic Initiative Alignment Map to ensure selected Strategic Initiatives provide full coverage of the capabilities required to deliver to the strategy.

Session 7: Prioritizing and Sequencing Strategic Initiatives

Many candidate Strategic Initiatives can be identified, but due to financial and human resource constraints, not all Strategic Initiatives can be implemented simultaneously.

Overcome the challenges with selecting Strategic Initiatives through a Strategic Initiatives prioritization process using a weighted assessment model.

Also learn how to sequence Strategic Initiatives to maximize strategic impact and to gain “early wins.”

Session 8: Managing the Strategy Implementation Process

As a final session, an overview is provided of the key skills and responsibilities of the Office of Strategy Management in facilitating the implementation and review of the strategy management process.

Masterclass Dates

The Masterclass will be delivered in two separate time zones on:

·??????Wednesday 11th January at 9.am UK time

·??????Thursday the 12th of January at 10.a.m. US EST.

Post Masterclass Value-Adding Support

Post the Masterclass, James will be available for follow-up consultation and for reviewing participants in-company work, based on the learnings from the course.

Participants will also be provided with supporting written materials from vast library of articles and books written by James Creelman.

Registration Details

The fee for attending the Masterclass is UK￡6oo (discounts available for multiple registrations).

To register onto the course, follow this link:

https://forms.gle/woqmDMuxmFWZ6hBK7?

Or contact James Creelman on [email protected] for a registration form

Course Leader

James Creelman is Director of the UK-based Cardinal Management Consulting, an Associate Director of Strategia Worldwide and the Strategy Management Practice Lead for Impact Consulting.

He was previously Master Trainer for the Kaplan and Norton Balanced Scorecard Practitioner and Graduate Certification Programs.

?He is available for advisory, training, or research support in Adaptive Strategy Management and can be contacted on +44 7933 575340 or?[email protected]

?Recommendation

James Creelman has been a champion of the Balanced Scorecard since its early days and has contributed significantly to furthering awareness through his books and articles, consulting engagements, and training assignments.

James is able to synthesize complex concepts and explain them simply."

Robert Kaplan