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1 July 2009 • 7:00 am
A Facebook post from an old friend over the weekend reminded me of the immense power of graphics to convey information. Most of those reading this are likely to use PowerPoint or other presentation software regularly; it has become a basic tool of communication in organizations everywhere. I am convinced of a universal truth; we can all stand to improve the way we communicate graphically. But few of us have the benefit of formal training in art and design, and many rely on default settings in such programs as Excel and PowerPoint to determine how our charts and graphs appear. We simply think far less about the grammar and construction of our data than we do about our words. 22 June 2009 • 7:11 am
In Parts I and II of this topic, I asserted that cascading a balanced scorecard (BSC) across an organization is a process that requires careful planning, and thoughtful answers to the ‘When’, ‘Why’, and ‘Where’ questions. I cautioned that hastily planned cascading can derail the entire change program. Here, we conclude with the final three questions a leadership team should consider before cascading strategy across the organization. 19 June 2009 • 12:29 pm
In Part I of this topic, I asserted that cascading a balanced scorecard (BSC) across an organization is a process that requires careful planning, and thoughtful answers to the ‘When’ and ‘Why’ questions. I cautioned that hastily planned cascading can derail the entire change program. Here, we continue with the next question every leadership team should consider before cascading strategy across the organization. 18 June 2009 • 12:24 pm
Cascading is a term that has been used in the balanced scorecard (BSC) community to describe the process of propagating the BSC across an organization. Although the term implies a downward movement (through the organization’s hierarchy), propagation in any direction has come to be referred to as ‘cascading.’ Some people mistakenly apply the term to the strategy communication process; after all, they reason, communication of strategy also cascades through the organization, and is certainly related to BSC propagation. But I believe that cascading and communication are two separate processes, especially since communication is absolutely essential to the change process, while cascading is not always necessary or beneficial. And poorly-planned cascading can derail the change program. 17 June 2009 • 11:33 am
An excellent predictor of the effectiveness of the change program in any organization is how that organization’s members talk about strategy. Leaders engaging in a change program tend to spend far more energy in developing their strategy than they do in ensuring that the message of strategy is effectively communicated throughout the organization. This isn’t surprising: talking about strategy doesn’t come naturally, but it is essential to the success of the change program. |
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