Podcasts about Balanced scorecard

Book your FREE 15-minute Rapid Nutrition Assessment and get personalized guidance on which metrics to track for your situation.Take the 2025 Podcast Listener Survey to share your feedback and enter for a chance to win a FREE month of Wits & Weights Physique University!--Your fat loss. Is. Stuck. You're even tracking your food and weight. But something's not working.What if every plateau, stall, or setback could be prevented by knowing which body signals to monitor and how to interpret them?Learn how to use the Balanced Scorecard approach to organize critical body feedback into a powerful dashboard for fat loss.I'm revealing my 6-10 Biofeedback Model that I use with every client to identify issues before they happen to keep fat loss moving.Main Takeaways:The 6 core metrics in your baseline fat loss dashboard to measure essential daily feedbackThe Balanced Scorecard framework to organize metrics in 4 categoriesThe 10 advanced metrics that provide deeper insights when strategically trackedUsing multiple organized data points helps prevent plateaus by revealing early warning signs across all aspects of healthBook your FREE 15-minute Rapid Nutrition Assessment and get personalized guidance on which metrics to track for your situation

Zum Anlass unseres Jubiläums nehmen wir euch mit auf eine Zeitreise durch die Geschichte unseres Podcasts. Gemeinsam blicken wir zurück auf die Entstehung und die Highlights: die besten Folgen, die euch begeistert haben. Zu den Höhepunkten zählen beispielsweise Folge 100 mit Professor Esch, einem der führenden Markenforscher Deutschlands, sowie Episoden mit Gästen aus der Wissenschaft, wie Jan Wieseke, der über die Sales Profit Chain und Salestegy sprach. Auch die Folge mit dem ehemaligen Head of Marketing von Too Good To Go, Florian Schleicher, gehört zu unseren Highlights. Darüber hinaus werfen wir einen Blick auf unsere Folgen zum Strategytelling – also darauf, wie man Strategien entwickelt, die Teams inspirieren und mitreißen. Außerdem sprechen wir über die Episoden mit den meisten Downloads, darunter die zur Ansoff-Matrix und zur Balanced Scorecard. Dr. Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u. a. Marketing Partners, Simon Kucher) ist er aktuell Geschäftsführer von effektweit, einer Unternehmensberatung für Strategie, Marketing und Vertrieb. Dr. Michael Stiller lebt und arbeitet in Köln.

Emily Sander talks about using the Balanced Scorecard to improve business strategy. She explains how it can help align teams, balance financial and non-financial elements, and focus on both short-term and long-term goals. Emily also previews upcoming discussions on financial, customer, internal process, and learning and development perspectives.Links Mentioned:Clarity Call with EmilyFree Resources:Strategic Planning Checklist Chief of Staff Skills Assessment ChecklistA Day in the Life of a Chief of StaffChief of Staff ToolkitGet in touch with Emily:Connect on LinkedInFollow on YouTubeLearn more about coaching Sign up for the newsletterClarity Call with EmilyWho Am I?If we haven't yet before - Hi

Episode podcast kali ini akan membawa diskusi mendalam bersama Ronald Suryaputra dan Andy Iskandar, dua senior trainer dari Business Wisdom Institute. Mereka membahas masa depan strategi dengan menyoroti pentingnya strategic management dan alat manajemen modern seperti OKR (Objectives and Key Results). Dalam episode ini, kita diajak untuk memahami bagaimana strategi tidak hanya tentang ide besar, tetapi juga tentang eksekusi yang melibatkan seluruh tim dalam organisasi. Pembahasan dalam episode ini menjelaskan bagaimana proses manajemen strategis dimulai dari langkah-langkah seperti menetapkan visi dan misi, hingga melakukan analisis mendalam. Analisis mendalam untuk menetapkan visi dan misi sangat diperlukan dengan analogi seperti membangun rumah di atas fondasi yang kuat. Selain itu, pembahasan berlanjut ke sistem manajemen utama seperti KPI (Key Performance Indicators), Balanced Scorecard, 4DX (Four Disciplines of Execution), dan OKR. Diantara semuanya, OKR mendapatkan sorotan utama karena fleksibilitasnya dibandingkan metode lain seperti KPI. Menariknya, OKR mulai populer sejak 2018 dan dinilai lebih adaptif untuk berbagai level dalam organisasi. Episode ini juga membagikan wawasan tentang bagaimana OKR dapat diterapkan, tidak hanya di tingkat organisasi, tetapi juga untuk individu. Dengan pendekatan yang lebih sederhana namun berdampak besar, OKR membantu menciptakan fokus pada apa yang benar-benar penting. Melalui pembahasan ini, mereka menekankan bahwa keberhasilan strategi bukan hanya tentang mencapai angka, tetapi juga tentang menciptakan harmoni dalam pencapaian tujuan.

In this episode of The Purposeful Strategist, host Belden Menkus sits down with Emma Gaudern, co-founder and Managing Director of EMG Solicitors. Celebrating its 10th anniversary, EMG has grown from four employees to 180 across five offices, earning accolades like the Times 100 Best Places to Work and B Corp certification. Emma shares her journey of creating a purpose-driven law firm, balancing growth with values, and fostering a culture of kindness and flexibility.Key topics include:Building a firm where flexibility and joy drive success.The transformative impact of becoming a B Corp.Emma's vision for a lasting legacy through community endowment.How EMG uses strategic tools like the Balanced Scorecard to sustain growth and alignment.Listen to discover actionable insights on integrating purpose into strategy and leadership for long-term success.

Dive into the essentials of strategic HR management with our comprehensive Session 1 summary. This session equips HR professionals with tools and knowledge to align HR practices with business strategies, covering key topics such as corporate governance, financial analysis, strategic workforce planning, and HR technology. Learn about frameworks like the Balanced Scorecard, HR metrics, and global HR considerations while exploring how HR contributes to achieving organizational goals. Don't miss the reminders and resources to help solidify your learning and prepare for certification success!

Wil je in 2025 echt het verschil maken voor jouw bedrijf? In deze podcast bespreken Rob Cuijvers, Wim Neven en Laura Winters hoe je in vijf belangrijke stappen jouw jaarplan kunt opstellen. Van het vaststellen van je missie en visie tot het bepalen van concrete doelen met behulp van de Balanced Scorecard en de Hoshin Matrix. Leer hoe je grote dromen kunt vertalen naar praktische, haalbare acties, en hoe je marketing kunt inzetten om je doelen sneller te bereiken. Benieuwd naar hoe je jouw bedrijfsstrategie kunt aanpakken en je team mee krijgt in je visie? Deze aflevering biedt je niet alleen waardevolle inzichten, maar ook handige tools om meteen aan de slag te gaan.

No episódio #22 do PodContar, recebemos Marcos Camargo, Controller da Premium Essential Kitchen. Nesse episódio falamos a aplicação da metodologia BSC Balanced Scorecard e como essa metodologia pode ajudar empresas de diferentes segmentos. ----------------------------------------------------------------------------------------------

Please text on topics, guest ideas, comments. Please include your email if you want a reply.Climate risk modelling plays a vital role in shaping informed decisions, managing risks, and driving strategic planning by empowering businesses, governments, and individuals to understand and quantify the impacts of climate change. It enables organizations to pinpoint and evaluate climate-related risks, meet regulatory requirements, safeguard financial stability, and fortify resilience. Furthermore, it underpins accurate insurance pricing and investment evaluations, while guiding public policy and resource allocation. In this episode, we are joined by renowned expert Martim Rocha. Together, we explore the high-level aspects of climate risk modelling and delve into the key areas of climate risk it addresses, including physical and transition risks. Martim shares his insights on data analytics, emphasizing the critical issue of data quality. He also examines the transformative role AI is playing in modelling and provides a compelling long-term outlook.ABOUT MARTIM: Martim Rocha is the Global Head of the Risk Banking Solutions, as such he manages a team of global experts on banking risk management, defining roadmaps and priorities for SAS solutions and supporting customers on their journey to take the best of the SAS solutions, defining the best approach for each business case, and taking the to be live system. Martim has published several papers and has spoken at several conferences around the world on the topics of Risk Management in Banking, Risk and Finance Integration, IFRS9/CECL, Regulatory Risk Management, Balance Sheet Management, Capital Planning, Scenario Based Analysis and Stress-testing and more recently on Climate Risk on Financial Services.  With SAS for more than 20 years, he played leading roles on projects such as Stress-testing on a G-Sib based in London; IFRS9 and Stress-testing at G-SIB bank covering more than 60 locations worldwide; a couple of Top 5 Nordic Bank, at Top banks in UAE; and others. In addition, he was a lecturer for courses on advanced decision support systems, data warehousing and data mining at the Autonomous University of Lisbon and at the ISCTE Business School. Before joining SAS, Martim worked for the financial services industry implementing MIS, EIS, Financial Planning and Budgeting and Balanced Scorecard systems. After he was a partner on the Business Analytics focused consulting firm, Noscitare where he led the delivery of many IT projects again in financial services companies. Martim has a post-graduate degree in Business Administration from Nova SBE and has an undergraduate degree in Computer Science from ISIG. FEEDBACK: Email Host | HOST, PRODUCTION, ARTWORK: Joseph Jacobelli | MUSIC: Ep0-29 The Open Goldberg Variations, Kimiko Ishizaka Ep30-50 Orchestra Gli Armonici – Tomaso Albinoni, Op.07, Concerto 04 per archi in Sol - III. Allegro. | Ep51 – Brandenburg Concerto No. 4 in G, Movement I (Allegro), BWV 1049 Kevin MacLeod. Licensed under Creative Commons: By Attribution 4.0 License

Es gibt tausende verschiedene Systeme die eine gute Unternehmenssteuerung versprechen. Ein eher älteres ist die Balanced Score Card. Ist dieses Werkzeug noch aktuell und wie funktioniert es eigentlich? Darüber spricht Christian Krug, der Host des Podcasts „Unf*ck Your Data“ mit `Herbert Pataky, CEO von PASO Solutions.Die meisten Kennzahlsysteme zur Unternehmenssteuerung fokussieren sich auf einen Bereich – oft den finanziellen- um den Unternehmenserfolg zu messen und letztlich auch das Unternehmen zu steuern. Auch wenn hier kurzfristig Erfolge erzielt werden, so kann es langfristig zu einer Fehlsteuerung des Unternehmens kommen, wenn zu einseitig agiert wird.Daher sollten effektive Steuerungssysteme mehr als einen Bereich abdecken. Idealerweise auch die Balance schaffen zwischen den unterschiedlichen Perspektiven.Mit dieser Intention wurde die Balanced Scorecard (BSC) entwickelt.In diesem Steuerungskonzept wirft man aus vier Perspektiven einen Blick auf das Unternehmen: Finanzen, Prozesse, Potentiale, KundenFür jede dieser Perspektiven werden Kennzahlen, Metriken sowie Vorgaben und Ziele festgehalten. Anschließend deren Erreichung gemessen und festgehalten.Das spannende ist, dass die verschiedenen Bereiche interagieren.Will ich beispielsweise ein Potential realisieren, so benötigt dieses einen Invest. Den sehe ich auf der Seite der Finanzen wieder und kann dann entscheiden, ob dieser sinnvoll ist.Durch genau diese Balance soll eine einseitige Fehlsteuerung vermieden und der langfristige Unternehmenserfolg gesichert werden.Klingt simpel, doch warum gelingt es oft nicht? Und was muss passieren, damit es eben ein Erfolg wird?Dazu steht Herbert in dieser Folge Rede und Antwort.▬▬▬▬▬▬ Profile: ▬▬▬▬Zum LinkedIn-Profil von Herbert: https://www.linkedin.com/in/herbert-pataky-6052b0124/Zum LinkedIn-Profil von Christian: https://www.linkedin.com/in/christian-krug/Unf*ck Your Data auf Linkedin: https://www.linkedin.com/company/unfck-your-data▬▬▬▬▬▬ Buchempfehlung: ▬▬▬▬Buchempfehlung von Herbert: A Pattern Language – Christopher AlexanderAlle Empfehlungen in Melenas Bücherladen: https://gunzenhausen.buchhandlung.de/unfuckyourdata▬▬▬▬▬▬ Hier findest Du Unf*ck Your Data: ▬▬▬▬Zum Podcast auf Spotify: https://open.spotify.com/show/6Ow7ySMbgnir27etMYkpxT?si=dc0fd2b3c6454bfaZum Podcast auf iTunes: https://podcasts.apple.com/de/podcast/unf-ck-your-data/id1673832019Zum Podcast auf Deezer: https://deezer.page.link/FnT5kRSjf2k54iib6▬▬▬▬▬▬ Kontakt: ▬▬▬▬E-Mail: christian@uyd-podcast.com▬▬▬▬▬▬ Timestamps: ▬▬▬▬▬▬▬▬▬▬▬▬▬00:00 Intro02:02 Herbert stellt sich vor06:19 Die Balanced Scorecard als konzeptorientiertes System11:33 Die Bedeutung der Finanzperspektive12:01 Die Potentialperspektive für langfristigen Erfolg15:28 Die Ausrichtung an der Unternehmensstrategie20:39 Die Bedeutung von Storytelling in der Kommunikation von Daten21:08 Die Balanced Scorecard als Steuerungsinstrument22:15 Die Gefahr von falschen Zielen23:30 Die Bedeutung der strategischen Ausrichtung25:27 Die Umsetzung der Balanced Scorecard in Unternehmen27:11 Die Auswirkungen von Maßnahmen auf verschiedene Bereiche28:36 Die Bedeutung der Geschichte hinter den Zahlen30:24 Die Gefahr der Überplanung35:34 Die kontinuierliche Kommunikation der Balanced Scorecard36:18 Zwei Fragen an Herbert

Many of us use business "balanced scorecards", but have you ever thought of a personal scorecard for the work you do in Security? Richard tries to piece one together.

Dr. Deming developed his philosophy over time and in conversations with others, not in isolation. As learners, we tend to forget that context, but it's important to remember because no one implements Deming in isolation, either. In this conversation, Bill Bellows and host Andrew Stotz discuss how there's no such thing as a purely Deming organization and why that's good. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is episode 20, entitled, System of Profound Wisdom. Bill, take it Away.   0:00:31.6 Bill Bellows: But not just for 30 years. I forgot to say I started when I was 12.   0:00:36.6 AS: Yes. [laughter] Yes. And you've got the hair to prove it.   [laughter]   0:00:43.7 BB: All right. Now, actually, I was thinking the proposal and the title, I thought... I mean, System of Profound Wisdom is cool, System of Profound Questions. Either one of those is good. Let's see which title comes out.   0:00:57.6 AS: Yeah. And I think we'll have to also understand that may some listeners that may not even know what System of Profound Knowledge means, they've been listening. They do. But if today's their first episode, we also gotta break that down, just briefly.   0:01:10.9 BB: Yeah. Okay, let's do that. All right. Well, let me give an opening a quote from Dr. Deming from chapter three, and then we can explain this SoPK, System of Profound Knowledge, thing. But in chapter three of Dr. Deming's last book, The New Economics, the last edition, edition three, came out in 2018. And chapter three, Dr. Deming says, "We saw in the last chapter, we are living under the tyranny of the prevailing style of management. Most people imagine that this style has always existed. It is a fixture. Actually, it is a modern invention a trap that has led us into decline. Transformation is required. Education and government, along with industry, are also in need of transformation. The System of Profound Knowledge to be introduced in the next chapter is a theory for transformation." So you wanna...   0:02:15.4 AS: That's good.   0:02:16.7 BB: So let's say something. Let's just say something about SoPK. How would you explain that?   0:02:23.1 AS: Yeah. Well, actually, I wanna talk very briefly about what you just said, because it's just...   0:02:27.1 BB: Oh, sure.   0:02:29.6 AS: At one point, I thought, "It's a system of knowledge." But he just said it was a system of transformation.   0:02:38.7 BB: It's a theory for transformation.   0:02:40.1 AS: A theory for transformation. Okay, got it. I see. And one of the things that I... I look at Toyota so much just 'cause it's so fascinating and how they've survived all these years, the continuity in the business, the continuity and the profitability of the business, the continued march to become the number one auto producer in the world, and having faced all the ups and downs and survived. And I just think that what they have is a learning organization. No matter what the challenge is, they're trying to apply learning tools, like System of Profound Knowledge, like PDSA, to try to figure out how to solve this problem. And I think that many companies, including at times my companies, [chuckle] we sometimes will scramble and we'll lose knowledge and we won't gain knowledge. And so the System of Profound Knowledge, to me, is all about the idea of how do we build a base of knowledge in our business and then build upon that base of knowledge rather than destroy it when the new management comes in or when a new management idea comes in.   0:04:00.7 AS: And that's something I've just been thinking about a lot. Because I do know a company that I've been doing some work with, and they basically threw away a huge amount of work that they did on System of Profound Knowledge and stuff to go with the prevailing system of management, is like going back. And now, they just produced a loss in the first quarter, and I just think, "Interesting. Interesting."   0:04:27.6 BB: Well, a couple things come to mind based on what you said. One is I would propose that Toyota, I'm in agreement of "Toyota's a learning organization." And that'll come up later. I've got some other thoughts on learning organizations. And we know that they were influenced by Dr. Deming. To what degree, I'm not sure of. Shoichiro Toyoda, who is one of the sons of the founder of the Toyota Motor Car Company, was honored with a Deming prize in 1990. And I believe it came from JUSE, as opposed to the American Society for Quality. One or the other. He was honored with a Deming Prize.   0:05:32.0 AS: Yep.   0:05:33.5 BB: Again, I don't know if it's Deming Prize or Deming Medal. But I know he was honored. What's most important, the point I wanna make is, upon receiving it he said, "There is not a day that goes by that I don't think about the impact of Dr. Deming on Toyota." But, if I was to look at the Toyota Production System website, Toyota's Toyota Production System website, which I've done numerous times, I'd be hard-pressed to find anything on that page that I could say, "You see this word, Andrew? You see this sentence, Andrew? You see this sentiment? That's Deming." Not at all. Not at all. It's Taiichi Ohno. It's Shigeo Shingo. I'm not saying it's not good, but all those ideas predate Deming going to Japan in 1950. Taiichi Ohno joined Toyota right out of college as an industrial engineer in 1933, I believe. The Japanese Army, I mentioned in a previous episode, in 1942, wanted him to move from Toyota's loom works for making cloth to their automobile works for making Jeeps. This comes from a book that I would highly recommend. Last time we were talking about books. I wanted to read a book, I don't know, maybe 10 years ago. I wanted to read a book about Toyota, but not one written by someone at MIT or university. I didn't wanna read a book written by an academic. I've done that.   0:07:15.1 BB: I wanted to read a book by somebody inside Toyota, get that perspective, that viewpoint. And the book, Against All Odds, the... Wait I'll get the complete title. Against All Odds: The Story of the Toyota Motor Corporation and the Family That Changed it. The first author, Yukiyasu Togo, T-O-G-O, and William Wartman. I have a friend who worked there. Worked... Let me back up. [chuckle] Togo, Mr. Togo, born and raised in Japan, worked for Toyota in Japan, came to the States in the '60s and opened the doors to Toyota Motors, USA. So, he was the first person running that operation in Los Angeles. And it was here for years. I think it's now in Texas. My late friend, Bill Cummings, worked there in marketing. And my friend, Bill, was part of the team that was working on a proposal for a Lexus. And he has amazing stories of Togo. He said, "Any executive... " And I don't know how high that... What range, from factory manager, VPs. But he said the executives there had their use, free use, they had a company car. And he said Togo drove a Celica. Not a Celica. He drove a... What's their base model? Not a...   0:08:56.2 AS: A Corolla?   0:08:57.7 BB: Corolla. Yes, yes, yes. Thank you. He drove a Corolla. He didn't drive... And I said, "Why did he drive a Corolla?" Because it was their biggest selling car, and he wanted to know what most people were experiencing. He could have been driving the highest level cars they had at the time. Again, this is before a Lexus. And so in this book, it talks about the history of Toyota, Taiichi Ohno coming in, Shigeo Shingo's contributions, and the influence of Dr. Deming. And there's a really fascinating account how in 1950, a young manager, Shoichiro Toyoda, was confronted with a challenge that they couldn't repair the cars as fast as they could sell them. This is post-war Japan. They found a car with phenomenal market success. Prior to that, they were trying to sell taxicabs, 'cause people could not... I mean, buying a car as a family was not an option. But by 1950, it was beginning to be the case. And the challenge that Shoichiro Toyoda faced was improving the quality, 'cause they couldn't fix them as fast as they could sell them. And yet, so I have no doubt that that young manager, who would go on to become the chairman, whatever the titles are, no doubt he was influenced by Dr. Deming. But I don't know what that means.   0:10:23.4 BB: That does not... The Toyota Production System is not Deming. And that's as evidenced by this talk about eliminating waste. And those are not Deming concepts. But I believe, back to your point, that his work helped create a foundation for learning. But I would also propose, Andrew, that everything I've read and studied quite a bit about the Toyota Production System, Lean, The Machine That Changed The World, nothing in there explains reliability. To me, reliability is how parts come together, work together. 'Cause as we've talked, a bunch of parts that meet print and meet print all over the place could have different levels of reliability, because meeting requirements, as we've talked in earlier episodes, ain't all it's cracked up to be. So I firmly believe... And I also mentioned to you, I sat for 14 hours flying home from Japan with a young engineer who worked for Toyota, and they do manage variation as Dr. Taguchi proposed. That is not revealed. But there's definitely something going on. But I would also say that I think the trouble they ran into was trying to be the number one car maker, and now they're back to the model of, "If we are good at what we do, then that will follow."   0:11:56.8 BB: And I'm gonna talk later about Tom Johnson's book, just to reinforce that, 'cause Tom, a former professor of management at Portland State University, has visited Toyota plants numerous times back before people found out how popular it was. But what I want to get into is... What we've been talking about the last couple episodes is Dr. Deming uses this term, transformation. And as I shared an article last time by John Kotter, the classic leadership professor, former, he's retired, at the University... Oh, sorry, Harvard Business School. And what he's talking about for transformation is, I don't think, [chuckle] maybe a little bit of crossover with what Dr. Deming is talking about. What we talked about last time is, Deming's transformation is a personal thing that we hear the world differently, see the world differently. We ask different questions. And that's not what Kotter is talking about. And it's not to dismiss all that what Kotter is talking about, but just because we're talking about transformation doesn't mean we mean the same thing.   0:13:10.6 BB: And likewise, we can talk about a Deming organization and a non-Deming organization. What teamwork means in both is different. In a Deming organization, we understand performance is caused by the system, not the workers taken individually. And as a result of that, we're not going to see performance appraisals, which are measures of individuals. Whereas in a non-Deming organization, we're going to see performance appraisals, KPIs flow down to individuals. [chuckle] The other thing I had in my notes is, are there really two types of organizations? No, that's just a model. [chuckle] So, really, it's a continuum of organizations. And going back to George Box, all models are wrong, some are useful. But we talked earlier, you mentioned the learning organization. Well, I'm sure, Andrew, that we have both worked in non-Deming organizations, and we have seen, and we have seen people as learners in a non-Deming organization, but what are they learning? [chuckle] It could be learning to tell the boss what they want to hear. They could be learning to hide information that could cause pain. [chuckle] Those organizations are filled with learners, but it's about learning that makes things worse. It's like digging the pit deeper. What Deming is talking about is learning that improves how the organization operates, and as a result, improves profit. In a non-Deming organization, that learning is actually destroying profit.   0:14:51.8 BB: All right. And early, spoke... Russ, Russ and Dr. Deming spoke for about three hours in 1992. It got condensed down to a volume 21 of The Deming Library, for which our viewers, if you're a subscriber to DemingNEXT, you can watch it in its entirety. All the Deming videos produced by Clare Crawford-Mason are in that. You can see excerpts of volume 21, which is... Believe is theory of a system of education, and it's Russ Ackoff and Dr. Deming for a half hour. So you can find excerpts of that on The Deming Institute's YouTube channel.   0:15:37.0 BB: And what I wanted to bring up is in there, Russ explains to Dr. Deming the DIKUW model that we've spoken about in previous episodes, where D is data. That's raw numbers, Russ would say. I is information. When we turn those raw numbers into distances and times and weights, Russ would say that information is what the newspaper writer writes, who did what to whom. Knowledge, the K, could be someone's explanation as to how these things happened. U, understanding. Understanding is when you step back and look at the container. Russ would say that knowledge, knowledge is what you're using in developing to take apart a car or to take apart a washing machine and see how all these things work together. But understanding is needed to explain why the driver sits on the left versus the right, why the car is designed for a family of four, why the washing machine is designed for a factor of four. That's not inside it. That's the understanding looking outward piece that Russ would also refer to as synthesis. And then the W, that's the wisdom piece. What do I do with all this stuff? And what Russ is talking about is part of wisdom is doing the right things right. So, I wanted to touch upon in this episode is why did Dr. Deming refer to his system as the System of Profound Knowledge? Why not the System of Profound Understanding? Why not the System of Profound Wisdom? And I think, had he lived longer, maybe he would have expanded. Maybe he would have had...   0:17:28.4 BB: And I think that's the case. I think it's... 'Cause I just think... And this is what's so interesting, is, if you look at Dr. Deming's work in isolation and not go off and look at other's work, such as Tom Johnson or Russ, you can start asking questions like this.   0:17:45.7 AS: One thing I was going to interject is that I took my first Deming seminar in 1989, I believe, or 1990. And then I took my second one with Dr. Deming in 1992. And then soon after that, I moved to Thailand and kind of went into a different life, teaching finance and then working in the stock market. And then we set up our factory here for coffee business. But it wasn't until another 10 years, maybe 15 years, that I reignited my flame for what Dr. Deming was doing. And that's when I wrote my book about Transform Your Business with Dr. Deming's 14 Points. And what I, so, I was revisiting the material that had impacted me so much. And I found this new topic called System of Profound Knowledge. I never heard of that. And I realized that, it really fully fledged came out in 1993, The New Economics, which I didn't get. I only had Out of the Crisis.   0:18:49.9 BB: '93.   0:18:49.9 AS: Yeah. And so that just was fascinating to go back to what was already, the oldest teacher I ever had in my life at '92, leave it, come back 10, 15 years later and find out, wait a minute, he added on even more in his final book.   0:19:10.4 BB: Well, Joyce Orsini, who was recruited by Fordham University at the encouragement of Dr. Deming, or the suggestion of Dr. Deming to lead their Deming Scholars MBA program in 1990. Professor Marta Mooney, professor of accounting, who I had the great fortune of meeting several times, was very inspired by Dr. Deming's work. And was able to get his permission to have an MBA program in his name called the Deming Scholars MBA program. And when she asked him for a recommendation, "Who should lead this program?" It was Joyce Orsini, who at the time I think was a vice president at a bank in New York. I'm not sure, possibly in human resources, but I know she was in New York as a vice president.   0:20:10.0 BB: And I believe she had finished her PhD under Dr. Deming at NYU by that time. And the reason I bring up Joyce's name, I met her after Dr. Deming had died. Nancy Mann, who is running a company called Quality Enhancement Seminars with, a, at the beginning one product, Dr. Deming's 4-Day seminar, when Dr. Deming died, and I had mentioned, I was at his last seminar in December '93, she continued offering 4-day seminars. And I met her later that year when she was paired with Ron Moen and they were together presenting it, and others were paired presenting it. And at one point, as I got to know Joyce, she said, "His last five years were borrowed time." I said, "What do you mean?" She said, "He started working on the book in 19'" evidently the '87, '88 timeframe, he started to articulate these words, Profound Knowledge.   0:21:11.0 BB: And I know he had, on a regular basis, he had dinner engagements with friends including Claire Crawford-Mason and her husband. And Claire has some amazing stories of Deming coming by with these ideas. And she said, once she said, "What is this?" And he is, she took out a napkin, a discretely, wrote down the, "an understanding of the difference between intrinsic motivation and extrinsic motivation. Difference between understanding special causes versus common causes." And she just wrote all this stuff down, typed it up. When he showed up the next week, she greeted him at the door and said, and she said, he said, This is Claire. And Claire said, he said, "What's that?" He says, "Well, I took notes last week."   0:21:54.2 BB: And he says, "I can do better." [chuckle] And so week by week by week. And as he interacted with the people around him, he whittled it down. And I'm guessing it put it into some, there's a technique for grouping things, you, where on post-it notes and you come up with four categories and these things all go over here. There's one of the elements of that, one of the 16 had to, or 18 or so, had to do with Dr. Taguchi's loss function. So that could have gone into the, maybe the variation piece, maybe the systems piece. But Joyce said, basically he was frustrated that the 14 Points were essentially kind of a cookbook where you saw things like, "cease dependence on inspection" interpreted as "get rid of the inspectors." And so he knew and I'd say, guided by his own production of a system mindset, he knew that what he was articulating and the feedback were inconsistent.   0:23:01.9 BB: And I've gotta keep trying. And she said, "His last five years on borrowed time as he was dying of cancer, was just trying to get this message out." So I first got exposed to it 19, spring of '90 when I saw him speaking in Connecticut. And I was all about Taguchi expecting him to, I didn't know what to expect, but I knew what I was seeing and hearing from Dr. Taguchi when I heard Dr. Deming talk about Red Beads. I don't know anything about that, common cause and special cause, I didn't know anything about that. And so for me, it was just a bunch of stuff, and I just tucked it away. But when the book came out in '93, then it really made sense. But I just had to see a lot of the prevailing style of management in the role I had as an improvement specialist, become, [chuckle] a firefighter or a fireman helping people out.   0:24:01.5 AS: I noticed as I've gotten older that, I do start to connect the pieces together of various disciplines and various bits of knowledge to realize, so for instance, in my case, I'm teaching a corporate strategy course right now at the university. Tonight's, in fact, the last night of this particular intake. And my area of expertise is in finance, but now I see the connection between strategy and finance, and how a good strategy is going to be reflected in superior financial performance relative to peers. And of course, I know how to measure that very well. So I can synthesize more and more different areas of things that I know things about, that I just couldn't do when I was younger. So I can see, and he was always learning, obviously. So I can see how he, and also I can also see the idea of, I need bigger principles. I need bigger as you said, theory for transformation. I need, I need to be able to put this into a framework that brings all that together. And I'm still feeling frustrated about some of that, where I'm at with some of that, because I'm kind of halfway in my progress on that. But I definitely can see the idea of that coming later in life as I approach the big 6-0.   0:25:37.3 BB: The big 6-0, [chuckle] Well, but a big part, I mean, based on what you're talking about, it ended up... Previously we spoke about Richard Rumelt's work, Good Strategy/Bad Strategy, and I mentioned that I use a lecture by Richard Rumelt, I think it was 2011 or so. It was right after his book, Good Strategy/Bad Strategy came out. He spoke at the London School of Economics, and our listeners can find it if you just did a Google search for Richard Rumelt, that's R-U-M... One M. E-L-T. Good Strategy/Bad Strategy. LSE, London School of Economics. Brilliant, brilliant lecture. And I've seen it numerous times for one of my university courses. And he is like Deming, he doesn't suffer fools. And, it finally dawned on me, Deming organizations, if we can use this simple Deming versus non-Deming or Red Pen versus Blue Pen, and as, George Box would say, all models are wrong, some are useful. If we can use that model, I think it's easy to see that what frustrates Rumelt is you've got all these non-Deming companies coming up with strategies without a method.   0:27:00.0 BB: What Rumelt also talks about is not only do you need a method, but you have to be honest on what's in the way of us achieving this? Again, Dr. Deming would say, if you didn't need a method, why don't you're already achieving the results? And so it just dawned on me thinking the reason he's so frustrated, and I think that's one word you can use to describe him, but if he is talking to senior staff lacking this, an understanding of Deming's work, then he is getting a lot of bad strategies. And organizations that would understand what Dr. Deming's talking about, would greatly benefit from Rumelt's work. And they would be one, they'd have the benefit of having an organization that is beginning or is understanding what a transformation guided by Dr. Deming's work is about. And then you could look up and you're naturally inclined to have good or better strategy than worser strategies.   0:28:02.2 BB: And then you have the benefit of, profit's not the reason, profit is the result of all that. And, but next thing I wanna point out is, and I think we talked about it last time, but I just wanted to make sure it was up here, is I've come across recently and I'm not sure talking with who, but there's this what's in vogue today? Data-driven decisions. And again, whenever I hear the word data, I think backed in Ackoff's DIKUW model, I think data-driven. Well, first Dr. Deming would say, the most important numbers are unknown and unknowable. So if you're doing things on a data-driven way, then you're missing the rest of Dr. Deming's theory of management. But why not knowledge-driven decisions, why not understanding-driven decisions And beyond that, why not, right? How long... [laughter] I guess we can... Part of the reason we're doing these Andrew is that we'd like to believe we're helping people move in the direction from data-driven decisions to wisdom-driven decisions, right?   0:29:13.1 AS: Yeah. In fact, you even had the gall to name this episode the System of Profound Wisdom.   0:29:24.0 BB: And that's the title.   0:29:24.9 AS: There it is.   0:29:28.9 BB: But in terms of, I'll give you a fun story from Rocketdyne years ago, and I was talking with a manager in the quality organization and he says, "you know what the problem is, you know what the problem is?" I said, "what?" He says, "the problem is the executives are not getting the data fast enough." And I said, "what data?" He says "the scrap and rework data, they're just not getting it fast enough." So I said, "no matter how fast they get it, it's already happened."   [laughter]   0:30:00.0 BB: But it was just, and I just couldn't get through to him that, that if we're being reactive and talking about scrap and rework, it's already happened. By the time the... If the executives hear it a second later, it's already happened. It's still old news.   0:30:14.7 AS: And if that executive would've been thinking he would've said, but Bill, I want to be on the cutting edge of history.   0:30:23.1 BB: Yeah, it's like...   0:30:24.6 AS: I don't want information, I don't want old information, really old. I just want it as new as it can be, but still old.   0:30:32.9 BB: Well, it reminds me of an Ackoff quote is, instead of... It's "Change or be changed." Ackoff talked about organizations that instead of them being ready for what happens, they create what's gonna happen, which would be more of a Deming organizational approach. Anyway, we talked about books last time and I thought it'd be neat to share a couple books as one as I've shared the Against All Odds Book about Toyota.   0:31:08.8 AS: Which I'll say is on Amazon, but it's only looks like it's a used book and it's priced at about 70 bucks. So I've just...   0:31:16.2 BB: How much?   0:31:16.8 AS: Got that one down? 70 bucks? Because I think it's, you're buying it from someone who has it as a their own edition or something. I don't know.   0:31:23.8 BB: It's not uncommon. This is a, insider used book thing. It's not uncommon that you'll see books on Amazon for 70, but if you go to ThriftBooks or Abe Books, you can, I have found multi-$100 books elsewhere. I don't know how that happens, but it does. Anyway, another book I wanted to reference in today's episode is Profit Beyond Measure subtitle, Extraordinary Results through Attention to Work and People, published in 2000. You can... I don't know if you can get that new, you definitely get it old or used, written by, H. Thomas Johnson. H is for Howard, he goes by Tom, Tom Johnson. Brilliant, brilliant mind. He visited Rocketdyne a few times.   0:32:17.1 BB: On the inside cover page, Tom wrote, "This book is dedicated to the memory of Dr. W. Edwards Deming, 1900-1993. May the seventh generation after us know a world shaped by his thinking." And in the book, you'll find this quote, and I've used it in a previous episode, but for those who may be hearing it first here and Tom's a deep thinker. He's, and as well as his wife Elaine, they're two very deep thinkers. They've both spoke at Rocketdyne numerous times. But one of my favorite quotes from Tom is, "How the world we perceive works depends on how we think. The world we perceive is the world we bring forth through our thinking." And again, it goes back to, we don't see the world as it is. We see the world as we are. We hear the world as we are. I wrote a blog for The Deming Institute. If our listeners would like to find it, if you just do a search for Deming blog, Bellows and Johnson, you'll find the blog. And the blog is about the book Profit Beyond Measure. And in there, I said, “In keeping with Myron Tribus' observation that what you see depends upon what you thought before you looked, Johnson's background as a cost accountant, guided by seminars and conversations with Dr. Deming, prepared him to see Toyota as a living system,” right? You talk about Toyota.   0:33:53.9 BB: He saw it as a living system, not a value stream of independent parts. And that was, that's me talking. I mean, Tom talked about Toyota's living system. And then I put in there with the Toyota Production System, people talk about value streams. Well, in those value streams, they have a defect, good part, bad part model that the parts are handed off, handed off, handed off. That is ostensibly a value stream of independent parts 'cause the quality model of the Toyota Production System, if you study it anywhere, is not Genichi Taguchi. It's the classic good parts and bad parts. And if we're handing off good parts, they are not interdependent. They are independent. And then I close with, "instead of seeing a focus on the elimination of waste and non-value added efforts, Johnson saw self-organization, interdependence, and diversity, the three, as the three primary principles of his approach, which he called Management By Means." And so what's neat, Andrew, is he, Tom was as a student of Deming's work, attending Dr. Deming seminars, hearing about SoPK, System of Profound Knowledge, and he in parallel developed his own model that he calls Management By Means. But what's neat is if you compare the two, there's three principles. So he says self-organization.   0:35:31.0 BB: Well, that's kind of like psychology and people. So we can self-organize interdependence, the other self-organized, but we're connected with one another. So that's, that's kind of a systems perspective there as well. And the third one, diversity. So when I think of diversity, I think of variation. I can also think in terms of people. So that what I don't see in there explicitly is Theory of Knowledge. But Tom's developing this model in parallel with Dr. Deming's work, probably beginning in the early '80s. And part of what Tom had in mind, I believe, by calling it Management By Means, is juxtaposing it with that other management by, right? You know the other one, Andrew, management by?   0:36:33.8 AS: You mean the bad one or the good one, Management By Objective?   0:36:37.8 BB: Or Management By Results. Or Dr. Deming once said, MBIR, Management by Imposition of Results. But what's neat is, and this is what I cover and with my online courses, Tom is really, it's just such insight. Tom believes that treating the means as the ends in the making. So he's saying that the ends are what happen when we focus on the means, which is like, if you focus on the process, you get the result. But no, MBIR, as we focus on the result, we throw the process out the window. And so when I've asked students in one of my classes is, why does Tom Johnson believe that treating the means as an ends in the making is a much surer route to stable and satisfactory financial performance than to continue as most companies do? You ready, Andrew? To chase targets as if the means do not matter. Does that resonate with you, Andrew?   0:37:44.1 AS: Yes. They're tampering.   0:37:46.8 BB: Yeah. I also want to quote, I met Tom in 1997. I'm not sure if this... Actually, this article is online and I'll try to remember to post a link to it. If I forget, our listeners can contact me on LinkedIn and I'll send you a link to find the paper. This is when I first got exposed to Tom. It just blew me away. I still remember there at a Deming conference in 1997, hearing Tom talk. I thought, wow, this is different. So, Tom's paper that I'm referencing is A Different Perspective on Quality, the subtitle, Bringing Management to Life. Can you imagine? “Bringing Management to Life.” And it was in Washington, DC, the 1997 conference. And then Tom says, this is the opening. And so when Tom and his wife would speak at Rocketdyne or other conferences I organized.   0:38:44.0 BB: Tom read from a lectern. So he needed a box to get up there and he read, whereas Elaine, his wife, is all extemporaneous. Both deeply profound, two different styles. So what Tom wrote here is he says, "despite the impression given by my title, Professor of Quality Management, I do not speak to you as a trained or a certified authority on the subject of quality management. I adopted that title more or less casually after giving a presentation to an audience of Oregon business executives just over six years ago. That presentation described how my thinking had changed in the last five years since I co-authored the 1987 book, Relevance Lost, the Rise and Fall of Management Accounting, and the talk which presaged my 1992 book, Relevance Regained." And this is when he... After he wrote, Relevance Lost, he went on the lecture circuit, he met the likes of Peter Scholtes and Brian Joiner, got pulled into the Deming community.   0:39:45.4 BB: And then he wrote this scathing book called Relevance Regained and the subtitle is... I think our audience will love it, From Top-Down Control to Bottom-Up Empowerment. Then he goes on to say, "in that I told how I had come to believe that management accounting, a subject that I had pursued and practiced for over 30 years." Over 30 years, sounds familiar. Then he says, "could no longer provide useful tools for management. I said in essence that instead of managing by results, instead of driving people with quantitative financial targets, it's time for people in business..." And this is 30 years ago, Andrew. "It's time for people in business to shift their attention to how they organize work and how they relate to each other as human beings. I suggested that if companies organize work and build relationships properly, then the results that accountants keep track of will what? Take care of themselves."   0:40:50.8 AS: It's so true, it's so true.   0:40:54.1 BB: Yeah, it sounds so literally Tom was writing that in 1999, 2000. Well, actually no, that was 1997, that was 1997, but the same sentiment.   0:41:03.4 AS: It just makes me think of the diagram that we see and that Deming had about the flow through a business, it's the same thing as of the flow from activity to result.   0:41:20.6 BB: Yes.   0:41:21.9 AS: And when we focus on the result and work backwards, it's a mess from a long-term perspective, but you can get to the result. It's not to say you can't get to the result, but you're not building a system that can replicate that. But when you start with the beginning of that process of how do we set this up right to get to that result, then you have a repeatable process that can deliver value. In other words, you've invested a large amount in the origination of that process that then can produce for a much longer time. Um, I have to mention that the worst part of this whole time that we talk is when I have to tell you that we're almost out of time 'cause there's so much to talk about. So we do need to wrap it up, but, yeah.   0:42:09.3 BB: All right. I got a couple of closing thoughts from Tom and then we'll pick this up in episode 21.   0:42:21.3 AS: Yep.   0:42:22.9 BB: Let me also say, for those who are really... If you really wanna know... I'd say, before you read The New Economics... I'm sorry, before you read Profit Beyond Measure, one is the article I just referenced, “Bringing Quality to Life” is a good start. I'd also encourage our readers to do a search. I do this routinely. It shouldn't be that hard to find, but look for an article written by Art Kleiner, Art as in Arthur, Kleiner, K-L-E-I-N-E-R. And the article is entitled, Measures... The Measures That Matter. I think it might be What Are The Measures That Matter? And that article brilliantly written by Kleiner who I don't think knows all that much about Deming, but he knows a whole lot about Tom Johnson and Robert Kaplan, who together co-authored "Relevance Lost" and then moved apart. And Tom became more and more Deming and Kaplan became more and more non and finally wrote this article.   0:43:35.6 AS: Is this article coming out in 2002, "What Are The Measures That Matter? A 10-year Debate Between Two Feuding Gurus Shed Some Light on a Vexing Business Question?"   0:43:46.4 BB: That's it.   0:43:47.2 AS: There it is and it's on the...   0:43:47.4 BB: And it is riveting.   0:43:50.8 AS: Okay.   0:43:50.8 BB: Absolutely riveting. Is it put out by...   0:43:54.0 AS: PwC, it looks like and it's under strategy...   0:43:58.5 BB: Pricewaterhouse...   0:43:58.8 AS: Yeah, strategy and business.   0:44:00.2 BB: PricewaterhouseCooper? Yeah.   0:44:01.3 AS: Yeah.   0:44:03.1 BB: And 'cause what's in there is Kleiner explaining that what Tom's talking about might take some time. You can go out tomorrow, Andrew, and slash and burn and cut and show instant results. Now what you're not looking at is what are the consequences? And so... But... And then... But Kleiner I think does a brilliant job of juxtaposing and trying to talk about what makes Kaplan's work, the Balanced Scorecard, so popular. Why is Tom so anti that?   0:44:37.9 BB: And to a degree, it could be for some a leap of faith to go over there, but we'll talk about that later. Let me just close with this and this comes from my blog on The Deming Institute about Profit Beyond Measure and I said, "for those who are willing and able to discern the dramatic differences between the prevailing focus of systems that aim to produce better parts with less waste and reductions to non-value-added efforts," that's my poke at Lean and Six Sigma, "and those systems that capitalize on a systemic connection between parts. Tom's book, Profit Beyond Measure, offers abundant food for thought. The difference also represents a shifting from profit as the sole reason for a business to profit as the result of extraordinary attention to working people, a most fitting subtitle to this book."   0:45:35.9 AS: Well, Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion and for listeners, remember to go to deming.org to continue your journey. If you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to Joy in work" and I hope you are enjoying your work.    

Do you ever wonder about the approaches someone actually takes to grow their organization's budget, team, board and impact?Like what strategies do they actually use to go from a $450K budget, a tiny team, and awesome but scrappy programs to a $2M budget a strong team, board, and impact that go along with that growth?The answer is by using approaches to growth that are intentionally about increasing leverage. In this episode, I'm breaking down five of the most powerful organizational and leadership principles that leaders who take their organizations to the next level use to help them lead in a more leveraged way.This is my second episode in this leveraged leadership series, and like the last one, it's super concrete.What You'll Learn:Discover the power of the Balanced Scorecard in evaluating and optimizing your nonprofit's performance across key areas.Unleash the potential of OKRs (Objectives and Key Results) to align your team's efforts with your organization's mission and vision.Learn how the RACI Matrix can streamline decision-making and enhance project efficiency within your nonprofit.Key Takeaways:Implementing the Balanced Scorecard provides a comprehensive framework for assessing and improving organizational performance in finance, stakeholder satisfaction, operations, and growth.OKRs foster a culture of clarity and alignment, enabling nonprofits to set ambitious goals and track progress with measurable outcomes.The RACI Matrix clarifies roles and responsibilities, optimizing teamwork and resource allocation for enhanced project execution and decision-making.Embracing the Flywheel concept enables nonprofits to build momentum and efficiency by aligning and reinforcing their activities for sustained growth.Applying the Pareto Principle allows nonprofits to focus efforts on the most impactful activities, maximizing results with minimal resources.Step-by-Step Process:Balanced Scorecard:Evaluate your nonprofit's performance across finances, stakeholder satisfaction, operations, and growth.Use the insights gained to prioritize strategic initiatives and allocate resources effectively.OKRs (Objectives and Key Results):Define clear objectives aligned with your organization's mission and vision.Establish measurable key results to track progress and ensure accountability across your team.RACI Matrix:Identify roles and responsibilities for each project or decision within your nonprofit.Ensure clear communication and streamline workflow by defining who is Responsible, Accountable, Consulted, and Informed.Flywheel Concept:Align your nonprofit's activities to create a self-reinforcing cycle of growth and efficiency.Fine-tune initiatives to minimize effort while maximizing impact, fostering sustainable growth over time.Pareto Principle (80/20 Rule):Identify the most impactful activities or resources that contribute to the majority of results within your nonprofit.Focus efforts on these high-yield areas to optimize resource allocation and drive mission success.Resources Mentioned:Leverage Playlist: Access the full series on leverage and other valuable insights.Leveraged Leadership Strategy Bundle: Explore a toolkit packed with resources to enhance your nonprofit leadership skills and organizational effectiveness.

Na temporada de 2024, o Podcast Papo de Líder traz de volta os papos com as maiores referências do país nas suas áreas. E nesse episódio de segunda feira, 11/03 às 18:26 a conversa será com o Galo Noriega, Top 2 HR Influencer do Brasil, Networker, LinkedIn Creator, Professor e Consultor. Sua missão é tornar a Análise de Dados acessível a todos, capacitando indivíduos e empresas de médio e grande porte a transformar dados em insights valiosos. Meu foco principal reside no campo do PEOPLE ANALYTICS e do DATA DRIVEN DECISION, onde auxilia na melhoria dos resultados financeiros, otimização de indicadores e redução do turnover. Ao longo dos últimos 25 anos, acumulou uma vasta experiência em diversas áreas, incluindo People Analytics, Gestão de Projetos, Data Driven Decision, Inteligência de Mercado, Cultura Organizacional, Gestão por Indicadores, Pesquisa Operacional, Gestão Financeira, Análise Multivariada, Métodos Quantitativos, Econometria e Estatística Aplicada. Além disso, atua como docente em instituições renomadas como a FIA, HSM, FIAP, SEDA Executive Education, BSP, Ibmec, Insper, FAAP e UAM, lecionando nos programas de MBA e nos cursos abertos. Minha expertise abrange temas como People Analytics, Gestão de Projetos, Data Driven Decision, Strategic Thinking & Value Creation, Planejamento Estratégico, Gestão Financeira, Leading Strategic Initiatives, Métodos Quantitativos para decisão, Gestão por Indicadores, Ciência da Decisão, Econometria, Balanced Scorecard, Estatística Aplicada, Matemática Aplicada, Pesquisa Operacional, Tomada de Decisão, Comunicação Empresarial e Processo Decisório. Como Sócio Diretor da Lopez Noriega Consultoria e Treinamento, lidera projetos customizados para clientes de médio e grande porte, contribuindo para o seu desenvolvimento. Também desempenhou o papel de Head de Educação Executiva, onde participou ativamente na formatação de PDLs, PDIs, implantação de Academias de Liderança e Universidades Corporativas para grandes empresas. Possue uma sólida formação acadêmica, com Mestrado em Engenharia pela Escola Politécnica da USP, especialização em People Analytics, Data Driven Decision e Controle Estatístico de Processos, além das certificações Green Belt e Yellow Belt. Sua jornada acadêmica teve início com uma graduação em Engenharia. Está comprometido em promover a excelência na análise de dados e na tomada de decisões estratégicas, e estou à disposição para colaborar com organizações e profissionais que buscam maximizar seu potencial através do poder dos dados.

Persönliche Ziele im Gleichgewicht: Wie die Balanced Scorecard dir hilft, dein Leben ausgewogen zu gestalten und Prioritäten klug zu setzen. Hat es Euch gefallen? Habt Ihr Verbesserungsvorschläge, Fragen oder Themenwünsche? Kommt auf mich zu:Ihr könnt die Folge auf https://www.personal-agility-podcast.de/ kommentieren  und diskutieren.Twitter @p_a_pc Instagramm @p_a_pc FacebookTikTok @personalagilitypodcast

Welcome to one of our themed episodes of ScaleUp Radio and the theme this month is around measurement and knowing our numbers.  But not just measuring for measuring's sake; we want to make sure our focus is on Measuring What Matters! We all know we should be keeping a close eye on our business performance.  But what should we be measuring? How do we strike the right balance between getting bogged down in measuring everything and not measuring enough? In this episode Granger introduces the concept of the Balanced Scorecard, why you need it, and how to get your head around it! We also introduce you to what has been referred to as ‘The most important diagram in the world!' We also hear from our guest speaker Lisa Murphy of Limelite HR who explores the challenging area of people measures. So as you listen through, try to relate it back to your business and identify one things that you will implement to improve measurement in your business! So enjoy this episode and listen here!   Scaling up your business isn't easy, and can be a little daunting. Let ScaleUp Radio make it a little easier for you. With guests who have been where you are now, and can offer their thoughts and advice on several aspects of business. ScaleUp Radio is the business podcast you've been waiting for.   If you would like to be a guest on ScaleUp Radio, please click here: https://bizsmarts.co.uk/scaleupradio/apply   You can get in touch with Kevin & Granger here: kevin@biz-smart.co.uk grangerf@biz-smart.co.uk   Kevin's Latest Book Is Available!    Drawing on BizSmart's own research and experiences of working with hundreds of owner-managers, Kevin Brent explores the key reasons why most organisations do not scale and how the challenges change as they reach different milestones on the ScaleUp Journey. He then details a practical step by step guide to successfully navigate between the milestones in the form of ESUS - a proven system for entrepreneurs to scale up.    More on the Book HERE - https://www.esusgroup.co.uk/     Lisa Murphy can be found here: linkedin.com/in/lisa-murphy-fcipd https://limelitehr.com/ enquiries@limelitehr.com

BuzzcastKeep up to date on the latest podcasting tech & news with the folks at Buzzsprout!Listen on: Apple Podcasts Building Better Businesses in ABA is edited and produced by KJ Herodirt Productions Intro/outro Music Credit: song "Tailor Made" by Yari and bensound.com Give us a rating at Apple Music, Spotify or your favorite podcast channel: Apple: https://podcasts.apple.com/za/podcast/building-better-businesses-in-aba/id1603909082 Spotify: https://open.spotify.com/show/0H5LzHYPKq5Qnmsue9HTwn Check out Element RCM to learn more about billing & insurance support for Applied Behavior Analysis providers Web: https://elementrcm.ai/ LinkedIn: https://www.linkedin.com/company/element-rcm Instagram: https://www.instagram.com/elementrcm/ Follow the Pod: Web: https://elementrcm.ai/building-better-businesses-in-aba/ LinkedIn: https://www.instagram.com/buildingbetterbusinessesaba/ Instagram: https://www.instagram.com/buildingbetterbusinessesa...

In der heutigen äußerst wettbewerbsintensiven Hotelbranche ist es von entscheidender Bedeutung, klare strategische Ziele zu definieren und eine effektive Strategieumsetzung sicherzustellen. Hier kommt die Balanced Scorecard ins Spiel, denn die Balanced Scorecard ist ein bewährtes strategisches Leistungsmesssystem, das Unternehmen generell dabei unterstützt, ihre Leistung in Bezug auf verschiedene Perspektiven zu messen und zu verbessern. Die Balanced Scorecard bietet eine ausgewogene Sichtweise, die über finanzielle Aspekte hinausgeht und Kundenperspektiven, interne Prozessperspektiven sowie Lern- und Wachstumsperspektiven einbezieht. In der aktuellen Podcastfolge dreht sich somit alles rund um das Thema Balanced Scorecard in der Hotellerie (und die Unterschiede zur SWOT-Analyse). Shownotes/Links: - Link zum Blogbeitrag https://smarthotelkey.at/die-balanced-scorecard-in-der-hotellerie - Smart Hotel Key auf Instagram https://www.instagram.com/smart.hotel.key/ - Prodinger Tourismusberatung https://tourismusberatung.prodinger.at/

Keiner von Ihnen würde ein Auto fahren, das weder eine Benzin-, Tacho- oder Ölstandsmessung hätte. Und das genau ist Controlling. „Sie bleiben sicher auf der Straße und können trotzdem Spaß am Fahren haben“, sagt Prof. Dr. Nicole Jekel. Im Controller Magazin 5/2023 erhalten Sie in ihrer Kolumne „Controlling rockt!“ Impulse, die weit über sonstige 0815-Vorschläge hinausgehen. Im Podcast bringt Nicole Jekel ihre Ideen nochmals auf den Punkt und gibt praxiserprobte Tipps, die Sie sofort in Ihrem Unternehmen umsetzen können.

In this episode of Dreams With Deadlines, host Jenny Herald interviews strategy execution expert Brett Knowles to explore the intersection of technology, strategy, and execution. Throughout the conversation, Brett shares insights and practical advice on leveraging AI and large language models like ChatGPT to enhance strategy execution.Key Things Discussed: The limitations of traditional approaches and the need for agility in strategy execution. The role of AI in creating an execution ripple and assessing departmental capabilities. Building a lightweight nexus and keeping OKR systems simple for effectiveness. The evolving role of senior leadership and the importance of asking the right questions. Show Notes [00:00:18] Understanding the Distinction: AI and GPT Explained. Jenny and Brett explore the difference between AI and GPT, highlighting GPT's capacity to learn and respond to conditions. [00:02:21] Harnessing GPT's Potential in Strategy Development and Execution: Jenny and Brett discuss the benefits of incorporating GPT into strategy development, testing its recommendations, and achieving a balance between familiar and innovative ideas. [00:06:37] Unlocking the Versatility of GPT in Business Applications: Jenny and Brett explore the various business applications of GPT, including automation, decision-making, recommendation generation, option generation, and strategy evaluation. [00:11:54] Accelerating Strategy Development and Execution with AI: Jenny and Brett highlight how GPT can simplify and enhance the strategy development process, providing examples of idea generation, insights gathering, and automated slide deck creation. [00:17:11] Navigating Limitations and Challenges of GPT in Strategy Development: Jenny and Brett discuss the misconceptions, data input importance, and recognizing GPT's potential to surpass human decision-making quality. [00:23:35] Calibrating Parameters for Enhanced Strategy Execution with GPT: Jenny and Brett explore the significance of parameter calibration in optimizing GPT's performance and overcoming status quo bias. [00:30:40] The Execution Ripple and Building the Nexus for Strategy Execution: Brett delves deeper into the concept of the execution ripple, mapping connections, and enhancing GPT's insights and recommendations. [00:35:12] The Execution Donut and Building a Consistent Model: Jenny and Brett explore the interconnectedness of elements in the execution donut and the importance of a reliable and repeatable decision-making model. [00:38:38] The Evolving Role of Senior Leadership in Strategy Execution: Jenny and Brett discuss the agility needed in strategy execution, asking better questions, and embracing AI-powered strategies for a competitive edge. [00:44:43] Quick-Fire Questions for Brett: What's your Dream With a Deadline: Brett's dream is to share his knowledge with as many people as possible on an ongoing basis. He is passionate about making information available to the community, but there is no specific deadline for this dream. Using Large Language Models (ChatGPT) for OKRs: Brett emphasizes the importance of ownership when considering the use of these technologies for OKRs. If using the tools adds complexity or creates barriers to acceptance, it may not be recommended. However, he believes that organizations will eventually need to move in this direction to succeed with OKRs. Advice for Starting with OKRs: The key advice is to keep it simple. Many OKR systems fail because they become too complex, with too many objectives and key results. It is important to ensure that every individual benefits from using OKRs and that it is not just a reporting system for the leadership team. Excitement about Advancements in Technology for Strategy Execution: Brett is excited about how these advancements allow us to challenge outdated paradigms in strategy development and execution. He believes that traditional approaches, rooted in decades-old knowledge, need to be replaced or reimagined. The new possibilities open up avenues for innovative solutions. Book(s) that Shaped Thinking: Brett recommends anything written by Edward de Bono, who focused on helping the brain become more creative. De Bono's frameworks provide ways to enhance creativity without relying on external substances. Brett also highlights that while there are many business books available nowadays, they often present methodologies as isolated silos. Recognizing the interconnectedness of concepts and joining existing ideas is crucial for creating value. Relevant links: “Can Machines Think?” Alan Turing's decades-old question The Turing Test Kasparov vs. Deep Blue  The Rumsfeld Papers: Known and Unknown The Rumsfeld Matrix Peter Drucker, the Father of Management Thinking Dr. Edward de Bono, the originator of the term Lateral Thinking About the Guest:Brett Knowles is the Founder at Performance Measurement & Management. He is a renowned thought leader with a track record of spearheading strategic execution and driving remarkable performance improvement through rapid OKR implementation. Featured in Harvard Business Review, Forbes, and Fortune for his expertise in the Balanced Scorecard.Follow Our Guest:Website | LinkedIn | YouTubeFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

This episode's Community Champion Sponsor is Catalyst. To virtually tour Catalyst and claim your space on campus, or host an upcoming event: CLICK HERE---Episode Overview: During this episode, we sit down with Marty Ray, Executive Director of Workforce Optimization at Providence, a national-leading health system spanning the West Coast. With hands-on experience across clinical, technology, and leadership roles, Marty brings creative problem-solving to address workforce challenges. While together, Marty gives us a behind-the-scenes look at Providence's strategic approach to empowering caregivers and adopting new technologies. Marty also unpacks the multifaceted nature of workforce optimization, from using AI to augment human workflows to listening intently to caregiver needs. Join us as Marty shares feedback directly from Providence's vast network of frontline clinicians and staff on emerging technologies and hear his passion for collaborating across the healthcare industry to reimagine our caregiver workforce during this national staffing crisis. Let's go!Episode Highlights:Listening deeply and asking questions is critical for understanding needs and finding common groundWorkforce optimization puts frontline caregivers at the center when evaluating workflows, pain points, and potential tech solutionsGetting raw feedback from clinical end users is crucial to ensure tech helps rather than hindersHealthcare has unique change challenges requiring building trust and overcoming automation stigma through collaborationTo address workforce shortages, increased collaboration across organizations is needed- healthcare must unite to solve shared problemsAbout our Guest: Martin Ray is an accomplished healthcare leader with practical experience in clinical, technology, and executive environments. He brings creative and collaborative leadership to every situation and environment, aiming to overcome the challenges facing healthcare by fostering opportunities that strengthen connections between culture, strategy, technology, and operational execution. With a diverse set of skills including Balanced Scorecard development and strategy execution, business intelligence data management, Lean Six Sigma project management, and technology product/services implementation, he is well-equipped to achieve his goals.Throughout his career, Martin has been a valuable member of successful business and clinical teams, where he has cultivated a positive workplace culture through inclusive communication and decision-making processes. He firmly believes in the power of diverse perspectives when crafting opportunities for interpersonal, professional, and organizational growth.Martin understands that leadership and culture are shaped by the process and communication of decision-making. He strives to maintain a balance between emotion and reason, ensuring that his decisions positively impact his team, customers, stakeholders, and the organization as a whole.Links Supporting This Episode:Providence Website: CLICK HEREMartin Ray LinkedIn page: CLICK HEREProvidence Twitter page: CLICK HERE Mike Biselli LinkedIn page: CLICK HEREMike Biselli Twitter page:

Heute stelle ich ein nachhaltigkeitskonformes Wirtschaftskonzept vor: Die Gemeinwohlökonomie, abgekürzt GWÖ. Auch wenn dieser den Begriff nicht als erster verwendete, so wird heute damit wohl zumeist der österreichische Autor und Aktivist Christian Felber wegen seiner 2010 erschienenen gleichnamigen Veröffentlichung in Verbindung gebracht. Auf ihn geht auch die in Deutschland aktive Gemeinwohl-Ökonomie-Bewegung zurück. Obwohl sie mehrheitlich von Aktivist:innen getragen wird, sind auch immer mehr Klein- und mittelständische Unternehmer:innen dabei. Wichtigstes Werkzeug der GWÖ ist die Gemeinwohl-Bilanz, die ökologische und soziale Aspekte ähnlich einer Balanced Scorecard erfasst. So können sich die Unternehmen selbst nachhaltige Ziele in den Teilbereichen setzen und an Schritten zur Verwirklichung arbeiten. Auch einige kommunale Einrichtungen haben bereits eine Gemeinwohlbilanz erstellt und veröffentlicht. Felber betont, dass es ihm keineswegs darum gehe, die Marktwirtschaft abzuschaffen, jedoch günstigere Bedingungen etwa für Genossenschaften und gemeinwohlorientiertere Rechtsformen befürwortet. Er steht für konsequente Demokratie und verweist darauf, dass in der Bayrischen Landesverfassung sowie in der Verfassung z.B. von Kolumbien die Gemeinwohlorientierung der Wirtschaft explizit benannt sind. Wenn Gemeinwohlbilanzen gesetzlich vorgeschrieben würden, könnte die Steuerlast auch darauf abgestimmt werden, sodass es für Unternehmen einen knallharten ökonomischen Anreiz gäbe, ihre Gemeinwohlbilanz deutlich zu verbessern. Davon ist unsere Steuergesetzgebung jedoch noch weit entfernt und im Moment kann ich nicht erkennen, dass die Entwicklung dorthin weist. So bleibt die Gemeinwohlbilanz vorerst freiwillig. Kritik gibt es natürlich zahlreich, so wird die GWÖ von traditionellen Unternehmerverbänden als weltfremd abgetan. Ein österreichischer Industrieller bezeichnete sie sogar als „Wegweiser in Armut und Chaos“. Andere wenden ein, Felber sei selbst nicht einmal Ökonom. Diese Kritik teile ich nicht, wenngleich die GWÖ bislang nur ein kleiner Beitrag auf dem Weg zu einer nachhaltigeren Wirtschaft geblieben ist. Schauen wir in Folge 18, was es noch für Konzepte gibt. Bis dahin: Auf wiederhören! Klaas Kramer, Studienbriefautor der Deutschen Akademie für Management Hier finden Sie alle Podcasts der Reihe Nachhaltigkeitsmanagement

The Balanced Scorecard can be a valuable tool in portfolio management as it provides a framework for aligning projects and programs with the organization's strategic objectives. By incorporating the Balanced Scorecard perspectives into portfolio management, organizations can ensure that the portfolio's composition reflects a balanced set of initiatives across various dimensions. --- Send in a voice message: https://podcasters.spotify.com/pod/show/p3m/message

[00:00:00] Caryn Ryan: The Chairman walks up to a fence.  They're tough, but they're relational, right? They're goal driven, but they're people driven. They stick to a vision of what they have for the organization and for the Board. They tend to be performance oriented. If you have Board Chairs who don't understand the value that the board is supposed to bring it's hard for them to be performance oriented. But the best Board Chairs really understand deeply what the value this board is bringing to this organization. And therefore, because they understand that they're able to act in that way. ​++++++++++++++++ [00:00:39] Tommy Thomas: In this episode, we're going to conclude the conversation that was started with Caryn Ryan, back in Episode 84. In that conversation, Caryn shared her leadership journey from BP/Amoco to the CFO for World Vision International to her current role as Founder and Managing Member of Missionwell.  In this episode, Caryn will be sharing lessons on nonprofit board governance that she's learned over the years.  [00:01:15] Tommy Thomas: Let's change over to board service and board governance for a few minutes. Your friend John Reynolds, who himself is a pretty steeped in this area, he said, if I ever got a chance to talk to you, that we for sure needed to talk about the work you've done and the  Balanced Scorecard for Boards. Take us into that. I really hadn't thought about that from a board perspective.  [00:01:36] Caryn Ryan: Yeah. That's great. I appreciated John's support in that area at the time. And then also Maggie Bailey, who you may know who was at Point Loma.  [00:01:44] Tommy Thomas: I do know Dr. Bailey.  [00:01:46] Caryn Ryan: She's been another good friend. And somebody who really helped form some of my thoughts on governance. We served on the Board of Open Doors together. So, in 2021 I read Dean Spitzer's book on Transformative Performance Metrics. And it made me start thinking about all the problems of metrics and how might it be possible to have more positive outcomes or avoiding the downsides that he was discussing. And I started thinking some of those downsides that he mentioned over and over through the book might be surmounted if we applied biblical principles and tried to attach metrics to our faith and that leaders that led from faith might therefore be able to get better outcomes. Let me give you a couple examples. When you're using metrics in an organization usually tangible and financial results are really at the top, and that doesn't motivate people a lot of the time. And so I began to think maybe if we had some people and relationships at the top, in other words, that sort of from this biblical base of loving people that might be more but motivating and it would certainly be better connected to our faith. And then getting overconfident in the measures that the measures become the goal. Humility, this is a really important faith-based value and way of life, and perseverance in the face of issues. Those kinds of biblical and ways of living faithfully might help surmount that. And the fact that a measurement isn't trusted. I was thinking of let your yes be a yes, this idea that people get very defensive regarding failures, I thought in a faithful community, confession is at the core of reconciliation. So, I started thinking about how all these shortcomings had a biblical answer to them. And I started thinking how could we start to put together an approach that was more biblical and then allowed people's faith to be at the heart of their metrics? And as time went on I started then thinking about, okay let's take the issue of goals. That's taking a step back from the problems of metrics, but metrics are meant to - in a sense, say how we're doing on the journey of goals. So, we have, for instance, a vision. You have a vision to get to the vision, you set big goals, and then when you set the big goals, you have metrics. There're BHAGs sometimes, or there are other types of goals. And I started just then thinking about goals. Smart Goals Specific, Measurable, Actionable, Relevant to the mission and vision of the organization and Timebound And I know you've talked with John Pearson, and hearing good friends, you probably have heard him talk a lot about smart goals. Specific, Measurable, Actionable, Relevant to the mission and vision and Timebound. John uses smart goals a lot and that has impacted so many non-profits and Christian organizations for the good. It's added a lot of clarity and focus. I began to think about another lens, which is clear goals. Clear goals have come out in the last few years as another way of thinking about goals. And the CLEAR stands for Collaborative, Limited, Emotional, Appreciable and Refinable. CLEAR Goals Collaborative, Limited, Emotional, Appreciable and Refinable If you look in more detail at what those mean, they all come down to how is it that people are motivated and how is it that within a system of organization we set goals that are people sized and yet think about who they are, and it thinks about the people who the basic people are connected to as well. So I began to think about those clear goals and how people get motivated and start thinking more and more that there might be, again, that role for faith because that approach of the clear goals seemed like it tied a little bit better with the love of people. So let me give you a quick example here. Let's just see my vision. This is my vision. I'm going to use you a personal example, and this isn't true by the way, but it's just an example. My vision is to travel the world and have lots of adventures, and then I go to the doctor and the doctor says, I need to lose 50 pounds to get to a goal weight. That doctor's saying that you need to get to a goal weight, that's not motivating by itself to a lot of people. In fact, it might discourage some people or, and some people might take it to extremes, and it might compromise their muscle building and their bone density, etc, and so on. So it can have some unintended consequences. And it might be hard on my family if I stop cooking because I need to lose 50 pounds. But if my goal is to be physically fit enough to take a hike in the Swiss Alps in two years, that's motivating to me. And it might produce long-term change and it might engage my family too. So the system around me, it might have positive benefits for the system around me and it might create better health outcomes for my family too. So I started thinking that's the goal, it's to get the right motivations for people directly responsible for the goal. It's to attach the goal to something that's motivational for them. And then it's to ensure that the surrounding people and processes don't suffer any material negative consequences, that goal and in fact maybe even benefit from it. So then, that was some goal thinking that solved, finding good. And then I started thinking about balanced scorecards because balanced scorecards, really what those are is a way of expressing how you're accomplishing the sum of your goals. I began to think then about this idea of a KPI, key performance indicator that is saying that's a measure at a strategic level. So it's not a key success outcome, which is maybe something a little bit more tactical, but it's at the strategic level. And I started thinking about KPIs in particular and balanced scorecards. And how then could you take these processes, this or this idea of love for people and get that translated into some better performance metrics or better KPIs. I was working at the time with a Christian homeless organization. And I started talking with them about this as part of their strategy process, and I just noticed it resonated with their mindset. And we continued working on it with this organization. And it resulted in a scorecard initially for that organization,  which then turned out to be relatively easy to translate, concept wise, into a scorecard for a board. A KPI has both a measure and a target. Let me just give you a few examples. A KPI has both a measure and a target, and it's based on a balance set of perspectives. And so one example might be a board that wants to measure giving and getting, you've probably seen that as an issue, Tommy, and some of the boards that you work with, their concern is that the giving and getting the donations direct and indirect are not sufficient or not what the development department wants.  Some boards the chairman in collaboration with the CEO might say, this is a minimum gift. It's $10,000. If you want to be on our board, you're going to give $10,000. It's a minimum gift. Or another board might take the approach of saying, we want you to be in the top three of charities or causes that you give to now. One of those ways is more focused on people and aligning motivations and commitments than the other. And that's the difference at a board level and at an organization level that we're trying to capture. How do you make these things more motivational?  Another area for a board might be in the continuous improvement boards that have a really high percentage of directors talking about how much they love their board and are likely to be doing a good job. It could be that when it comes to your board self-assessment, if your measure is going to be based on your board self-assessment, maybe within that board self-assessment, you want to have a measure and pull that up to the KPI level about what is your board of director's net promoter score? In other words, how many people on your board are going out and talking about that board positively and inviting them to come into the board? Maybe 80% of the board, at least, should be going out and doing that. And if they are, then that's a great metric for a board self-assessment. It's a very results-oriented self-assessment. You've got a great board if everybody's out there talking about what a wonderful board you have. And it's also doing great things, by the way, for your recruitment metric as well.  [00:10:27] Tommy Thomas: That question I hadn't heard.  This is fascinating.  [00:10:33] Caryn Ryan: So, whether it's for boards or leaders, a nonprofit who wants to do this for a ministry has to tweak the methodologies that are used in the for-profit sector. But I think if they do it, they're going to get this a board or the leaders of organizations, they're going to just get a huge payback. They're just going to find that it's transformational in terms of the quality of time that they spend working on their metrics, making sure their personal motivations don't have unintended consequences and that they demonstrate the love for people. So, this is not something that I think a lot of people are thinking about, Tommy, and I can see working on this more as my role. So, mission will become less operational, but there's something in here that there's a word here that needs to be spread a little bit and different ways of thinking that we as Christians can offer to the rest of the world. ++++++++++++++++   [00:11:26] Tommy Thomas: A lot of people, most of us, would say that we've learned a lot in life through failure. In fact, maybe a lot of our stuff is learned through mistakes. If that's the truth, why are most of us so afraid to make a mistake?    [00:11:40] Caryn Ryan: I really think that it goes back to those two root causes that I was talking about before for leadership. Self-esteem and a desire for power or money or greed.  And if you have really low self-esteem, then I think you don't want to be judged. And because you don't want to be judged, then you don't take risks. And if you don't take risks, there's no reward. And then because there's no rewards, that goes and reinforces your low self-esteem. So it's this whole negative cycle of activities that just result in you not taking risks. But I would say too that if it's somebody who's power hungry, what you're going to see there is maybe not mistakes. It's more sins or heirs, of omission and commission really, that are just more, they're selfish, right? And so they're mistakes. They're either mistakes, in this life or in the next life. If you want to improve people's risk taking, you need to permit mistakes. And we need to also work on the root causes there.  We need to have systems and processes that make it safe, that don't trigger negative self-esteem, that make it okay for people to engage in risk taking, that set up rewards for risk taking. It's a kind of a whole system that we have to address if you want to fix this. But I think from a board perspective, and I know you're coming from that some of the time, there's also an issue of just needing to screen people who are willing to step past any kind of inner hesitations that they might have about, looking silly in front of their peers, for instance and who will just come out and say, it looks this way to me. And from a board perspective that seldom is going to be a mistake is going to generate a great conversation and improve outcomes for a board.  [00:13:43] Tommy Thomas: I want to go to financial accountability for a minute.  Because you live three or 400 miles south of the largest bank failure in recent days, the Silicon Valley Bank. And then you and I are both old enough to remember the Enron scandal. And in both of those situations, I think most people say the board is culpable. I guess the jury's still out on the bank but my hunch is that they'll find some culpability there. Take it. And they're not nonprofit organizations, but boards have responsibilities. How do you counsel your clients to have more candid conversations about financial accountability? [00:14:21] Caryn Ryan: That's such a great question, Tommy. I will say too, just for starters, that it's quite rare, I think for board members to have whatever it takes to come out and ask these top questions. The best of boards do, but the middle of the pack and the worst really don't. Now you start thinking then about what is in the best of boards that makes them allow conflict and allow tough questions to come out. And I think there's a variety of answers. But first, let me just say this. I want to point out an interesting statistic here because if you look at candidate or GuideStar, this is a rating entity for nonprofits. And that includes Christian nonprofits. They provide some statistics that could be of interest here to try to think through - who are the best of the best. It's not completely pertinent, but in their world, which is thousands and thousands of charities that they rank, only 5% get a ranking of gold, silver, or platinum status. And of those, it's a very limited percentage, maybe 15%, that get the platinum. So when you multiply that backwards, then it says that only about 1.5% of all the charities that get ranked get a platinum candid certification. Now, this is mainly just looking at financial results and transparencies, but I think it does show that being the top nonprofit, it's pretty rarefied world. It's that up in the stratosphere there is a top nonprofit or a top ministry. So then we code your question then about I think having a board that can ask the tough questions is a precursor to that, to being a top performing nonprofit. And so having a really great board. It is a risky proposition when a nonprofit CEO recruits only his/her friends or allies to the Board. There are barriers that we can see. I'm sure you've seen these often too, but it's not unusual for a CEO to recruit his or her friends or allies to the board. And that's never a good idea because it discourages a lot of times that friend from having an honest conversation about the nonprofit or something that's really important to their friend. And also on boards, it's not unusual to have a whole bunch of conflicts of interest. It just isn't dealt with or even surfaced by the board members. So when you have that, then you have the sometimes people aren't going to ask tough questions because they have a conflict of interest.  Another factor is that there's capability gaps. There are people who aren't able to read basic financial statements or financial reports. And I think financials, I'm coming at this from a financial perspective perhaps, but financials embody the impact of boards and their decisions, and their actions related to strategy. A board takes a decision. The decision unfolds as actions. The actions are translated into financial results. And so that's how a board gets to see how did I do with the strategic decisions that I made? But interestingly, a lot of times sports can't even read their financial statements. There's a lot of financial literacy questions there. So how can you ask tough questions if you can't read the financial statements or financial reports and understand them? And sometimes there are issues with what's delivered to boards too, in terms of information, but sometimes it's just a basic lack of understanding. I think too, there's also a fundamental issue that sometimes with boards, they don't get enough board development or board training and they really just don't understand their key role when it comes to accountability. And so, they don't understand that it's their job to ask the tough questions. These are a few things, but I think you put them all together, Tommy. And isn't it a wonder at all that any charities have boards that do ask the tough questions and that are excellent? There are a lot of pieces that all have to come together to make that happen. +++++++++++++++++   [00:18:11] Tommy Thomas: At the crux of any board is the Board Chair. Give me words and phrases that would describe the best chair you've ever seen or served under.  [00:18:20] Caryn Ryan: Okay. I would say some of the things that I've seen the chairman do… They're tough, but they're relational, right? They're goal driven, but they're people driven. They stick to a vision of what they have for the organization and for the board. They tend to be performance oriented. I think if you have board chairs who don't understand the value that the board is supposed to bring it's hard for them to be performance oriented. The best board chairs really understand deeply what the value this board is bringing to this organization. And therefore, because they understand that they're able to act in that way. So I see those are some of the characteristics that differentiate a great board leader from a less than great board leader. [00:19:11] Tommy Thomas: Do you think every board needs a glass half empty person?  [00:19:16] Caryn Ryan: Does the board need that kind of a person? No. I guess it depends on how you define that, Tommy. So, for me if you mean by that, that there's a person who can see that they're on the side of half empty, that there's upsides and downsides, right? Then maybe. But in general, I think when a board comes together, they need to be so enthusiastic, so passionate about the mission and vision. So, the ability to look at an opportunity and say, no our glass is not half empty. I know where we want to go as a board, and we're going to fill this glass, right? They're going to say, we're going to absolutely fill this glass. We're going to pivot and do what we have to do because maybe there are some circumstances out there that are making some people think the glass is half empty, but we're going to pivot. We're going to figure out what we need to do. Always moving down the field toward the goalpost, toward the vision for the organization. So I think if people can try to look at environments and circumstances and say, how do we get the most from these?  How do we use this? Change this, maybe this negative circumstance. How do we use this negative environment? How do we use this risky situation? How do we just use this to help us down the goalpost? Or if we just absolutely can't find a way, how do we dodge it for now so we can come back and get back on track later? Is there a better way for a board member to function? [00:20:39] Tommy Thomas:   Talk a little bit about the CEO Evaluation and the Board.  You've seen a lot of boards. What's some best practices you see there?  [00:20:48] Caryn Ryan: How about for starters doing it? That to me is critical and mostly what I've seen over the years are annual assessments. When it's done. What I see is annual assessments sometimes every two years. When I've helped boards, I sit on boards that I've helped. What I've done is I've stolen shamelessly from other organizations to develop an assessment. And by the way, I don't think you need to be overly concerned with whether a professional developed this assessment. Most board members know this is what's important for us and for the CEO. Just write those questions out and, go or go steal them from somebody and tweak them a bit to make them fit your circumstances. I've noticed other nonprofits are very generous in sharing that way. They're happy to say, this is my evaluation tool. But it's important too, to just do it and to remember too, it's not the tool, it's the conversation around it.  You're actually using that tool because you want to improve. If it's a Board evaluation, you want to improve the Board. If it's a CEO evaluation, you want to give it to the CEO to develop the CEO. And sometimes to make a tough decision on retention. But a lot of times it's for the development and the good of the CEO and the organization. So don't focus on the what, focus on the how, when it comes to these evaluations, and keep in mind what the goal is, right? To encourage and to support and to develop your CEO. [00:22:13] Tommy Thomas: I talked to Jerry White, The Board Chair for The Navigators International, yesterday.  And Jerry's comment was that whatever comes out in the evaluation shouldn't be a surprise.  [00:22:22] Caryn Ryan: That's quite true because if it does turn out to be a surprise, Jerry is absolutely correct. You've had a trust breakdown. The results of the Board's evaluation of the CEO should not be a surprise to the CEO.  If that happens you have a breakdown in trust and communications. When you have that big of a communications breakdown, there's a trust dynamic at work there. And that has to be treated as a separate issue and a precursor to really doing CEO evaluations. You first have to address that trust issue, what is causing the trust issue?  And you have to get that out of the way before you can then have reasonably productive conversations around an assessment.  That's such a common dynamic, Tommy. [00:22:56] Tommy Thomas: Jerry said that, I'm probably paraphrasing, but something to the effect of the evaluation should really be going on overtime and not just every 12 months or whatever.  [00:23:06] Caryn Ryan: He's absolutely right. So there should be informal feedback occurring. Some of the better boards, I've seen the chairman meeting monthly with the CEO, right? They have lunch, an informal kind of lunch. And they're having a very frank and relational though dialogue during the month about, what's going, what's going wrong. It's a chance and opportunity for linkages and feedback to the board and back. And so that in and of itself is building trust and leading to the ability for the board to have a positive session when it comes to the performance management. But I'll say this, even when that's occurring at which it does in the best board, there are going to be, because the CEO Evaluation is the sum of all, typically of all the board members. It's not always the case. Sometimes the chairman will do it, or they'll select a few people to do it, but a lot of times it's the whole board. There's almost a benefit to seeing that total perspective because maybe there's an aspect of it that's a surprise. The overall flow is in accord with what the chairman and CEO have been talking about and having dialogue on through the year. But there's a couple of points that generally come out that make that wrap up in the annual evaluation valuable. There's something about the faith life of the CEO that hasn't been addressed and it's coming out and there's a way to have a conversation in a different kind of pulling up. Over the past year and maybe even looking forward a little bit into the challenges, it's just a way of pulling up above the fray and looking with a little bit more distance at the year that can generate a couple of new revelations. But I totally agree with Jerry. There shouldn't really be a lot of surprises on that because there should be this ongoing dialogue. +++++++++++++++++++ [00:24:44] Tommy Thomas: I want to ask you one question, then I'll close. My next to the last question has to do with succession planning and the board. At what point should that begin to occur? And how does the board address that without the CEO thinking? I'm a short termer.  [00:25:03] Caryn Ryan: Okay. Yeah, that's great.  I'm dealing with that right now at one of my one of the boards that I sit on. And I've just dealt with that last year as well. And it works both ways if it works all, all different ways. So let me just talk about one where the CEO does get the feeling. If you have this conversation, they're a short termer. I want to just say first of all, that can sometimes go back to the trust issue again, right? When there's a lack of trust between the board and the CEO then, and you bring up the question of succession planning, the first thing that goes of course into the CEO's mind is, oh, I'm getting fired.  I'm a short termer here.  So that has to again, be addressed, the trust issue before you can have productive conversations around succession planning. But even longer term issues are going to take some time to get resolved. There's something you can always do on the succession plan that's very short term and that every single board must have in place. And that is you need a succession plan in case of an emergency. If your CEO becomes ill, is hit by a bus, whatever, right? You need an emergency succession plan that is an interim structure or very well thought through way that you'll manage in the absence of the CEO.  And usually, it's not going to bring out the same negative feeling for the CEO.  On the part of the CEO because they understand that, oh yeah, if I'm not there, we need to have some interim structure. And so, they'll begin helping the Board and thinking through, look, okay, if something happens to me, let's make this person on our staff, the interim, or let's pull this Board Member out and see if they'll be the interim. Or they'll start to engage in the ideas for how that could work in an interim structure. And as long as you can get that interim structure put in place and everybody's in agreement that it's workable, that then gives a chance during the interim structure for the Board to go out and begin doing a search to find a replacement candidate. Regarding succession planning for a Founder – She/he just might not be willing to step aside. They might have created a whole lack of number twos in the organization who can step in, even in an emergency. It just may not be anybody. So that's a different situation where the board needs to probably, in addition to working on trust, which can be very difficult with the founder. You might be off the board if you start having those kinds of conversations. But what you can do as a board is do your research. How you would do a search. You can get your research done on executive search firms who could step in and help you. You can just keep in mind, it takes and Tommy, you're the one who should be telling your podcast listeners this, but it's a long process to do a search. You've got to set up a search committee. You have to figure out how you're going to recruit, the person. You've got to have an approach. You have to execute it, you have to review the candidates. It's just really time consuming. You at least have to think through all of these, how that's a minimum thing, even if it's a founder situation. So I'd say two things. Number one, for sure, have an interim emergency succession plan, no questions asked. That's an absolute minimum mandate for every board. And number two, if you're on a founder board, you have to do some special extra work along the side with networking, quiet networking, just to figure out the process and figure out how you would do, how would you do that if something did happen to your founder, if your founder's not willing to participate or help with that.  Does that make sense?  [00:28:32] Tommy Thomas: Yeah. The founder conversation is probably a three or four podcast discussion that I haven't had yet. Maybe I'll have you back with two or three other panelists and we'll talk about founders because I did some research three or four years ago on that, and it's an easier said than done proposition. [00:28:49] Caryn Ryan: Yes, I totally agree, and I'd love to hear the wisdom of some other panelists on this one too, because we all encounter these founder situations.  [00:28:58] Tommy Thomas: So, let's go to my last question.  Somebody comes to you next week, they want to have breakfast or lunch, and somebody has asked them to serve on the Board of a nonprofit, and they're coming to you saying, Caryn, what should I be thinking about? [00:29:13] Caryn Ryan: I'd say, if they ask that question, they're on track to be a good board member first of all. Because sometimes people will jump into these situations without asking that very question. But what I would give somebody who's thinking about joining a board the advice is number one,  For a nonprofit Board Member - Does the mission of the organization excite my passion? Am I passionate about it? I think if you're not passionate about what the organization is doing, it's just not going to work. It's just not going to interest you inherently. So, you have to be able to see this as a way to realize or support your passion. Number two I would talk about - I would think about conflicts of interest. I was recently counseling the Executive Director of an organization who'd been asked to serve on a board where there were some competitive aspects to her organization. So we talked that through. And she in effect decided, no, there's too many conflicts of interest here for me to take that board position. Number three might be do you have the time? Okay. So, there's a real issue. You need to dig in and understand how much time is it going to take. Do you have to serve on committees? How much time do the committees take? How many, how frequently are the board meetings? Is there a retreat every year that you have to go to? So you really need to add up the time and make sure that you're able to make that commitment. I'd say those are three of the big things that I see with people. And a lot of times I'll start doing positive coaching to people too, in terms of, also, why don't you ask yourself, what development will I personally get by sitting on the Board? What will it do for me and my professional development or my development as a person and a human being? And sometimes that can make the difference. They can say, I really don't have the time to do this, but I need to do this because I really believe it's going to focus and sharpen at home this strategic skill set that I need to be successful in something else that I'm doing in life. And so, they'll do it and they'll be really glad, because they'll get that development. Just let's think about that lens too.  [00:31:05] Tommy Thomas: That's interesting.  A good friend, Joe Arms, who used to be the Chairman of the Baylor Board is the CEO of a large private sector company.  He said he makes that a part of the management training program for his employees that he encourages board participation in the nonprofit sector in Dallas as part of their grooming. [00:31:27] Caryn Ryan: I can see that you get a lot of personal development when you're a part of a board and it's where you're really learning that what you learn about governance is not so distinct from what you need to be a top senior executive in a corporation. There are just a lot of parallels there. So I can really see why he'd say that.  So he makes a very good observation. [00:31:48] Tommy Thomas:  Caryn, thank you. This has been a great conversation. I just believe our listeners have picked up some things that probably hadn't been covered in other board conversations, so thank you for taking this time with me. I really appreciate it.  [00:32:03] Caryn Ryan: Absolutely.  Thank you, Tommy. I'm so glad to have reconnected with you and been able to remember some of my fond memories with some of the people who are in your network as we've talked.  [00:32:14] Tommy Thomas:  Life has been good to me over the years, and the two men you mentioned, Nick Isbister and Rob Stevenson - both of those guys they put a lot of time into this project, and I'm grateful for their part in my life.  [00:32:26] Caryn Ryan: I'm grateful too and I can add you to my circle of gratitude now.  [00:32:30] Tommy Thomas: Our guest next week will be Alec Hill The President Emeritus of InterVarsity Christian fellowship. You may remember Alec from Episodes 18 and 19, where he and Rudy Hernandez, a former board chair at InterVarsity discuss the working relationship between the CEO and the Board Chair in a nonprofit organization.  Alec is also a prolific writer. He's a regular contributor to postings on the Christian Leadership Alliance website. One of his recent posts was titled Finding Gold in Manure. In that article Alec shares lessons that he's learned for some of the hard times in his life. And in our conversation we'll dig into some of those lessons.    Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas 2021 Distinguished Alumni Recipient Caryn Ryan, ‘79 Missionwell Website Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success by Dean Spitzer   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile Caryn Ryan's LinkedIn Profile  

El 90% de las estrategias fallan, según David Norton y Robert Kaplan en su libro The Balanced Scorecard. Gemma te explica por qué las estrategias fallan -según ella- y cómo deberías enfocarlas para no solamente ejecutarlas sino disfrutarlas con fluidez. No te confundas, este podcast es corto pero en 10' sabrás qué está fallando y qué SIMBIOSIS necesitas crear para dejar de soñar en grande y jugar en pequeño.

Can you imagine a workplace where joy is a driving factor for success? Join me as I chat with Marguerite Orane, the owner of Free and Laughing Incorporated, who shares her mission to help others live, work, and lead with joy. With a diverse background as a Harvard MBA, entrepreneur, and mindfulness meditation practitioner, Marguerite provides valuable insights on cultivating happiness and productivity within the workplace, especially in the wake of pandemic-induced burnout. We explore the power of music and creating a joyful morning playlist and the importance of examining the physical environment, systems, and processes to foster an environment of joy. Marguerite also emphasizes the value of involving the team in designing a culture of joy and how to measure its success. Dive deep into the world of joyful workplaces as we discuss the significance of relationships with supervisors, the role of meaning, recognition, and money in driving happiness, and Marguerite's inspiring story of implementing the Balanced Scorecard at the Wolmer's Schools in Jamaica. Finally, discover the impact of mindfulness and meditation on leadership and personal growth, and learn how to have heart-to-heart conversations in the workplace. Tune in to this episode to uncover the secrets of mindful leadership, and take actionable steps toward bringing more joy into your workplace. Chapters: (0:00:12) - The Value of Joy in Business (0:18:21) - Embedding Joy in Workplace Culture (0:30:20) - Joyful Meaning in Workplace (0:45:13) - Leadership and Mindfulness for Growth (0:57:00) - Mindful Leadership Promotion and Action ___ Marguerite https://margueriteorane.com/mindfulness-meditation/ https://www.linkedin.com/in/margueriteorane/ ___ Tamar tamar@tamarnelson.com https://www.linkedin.com/in/tamar-nelson/ ___ Subscribe to the YouTube channel here:  https://www.youtube.com/channel/UCj-pV2ko2Se6QbPcM0OdDGw ___ Catch exclusive SHORTS for each episode of The COO's Corner Podcast here on YouTube: https://www.youtube.com/@thecooscornerpodcast2368/shorts ___ Listen to the episodes Apple:  https://podcasts.apple.com/jm/podcast/the-coos-corner-podcast/id1586044818 Google: https://podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy82OTMwODVmNC9wb2RjYXN0L3Jzcw?sa=X&ved=0CBUQ9sEGahcKEwi4to6hs8P-AhUAAAAAHQAAAAAQCg Spotify:  https://open.spotify.com/show/6DULAZJrPkePkf1ZbjaKLq ___ Follow Instagram: https://www.instagram.com/thecoocornerpodcast/ #COO #podcast #OperationalResilience #TheCOOCorner #resilience  #executives #leadership #business #success #growth #podcastepisode #PersonalGrowth #Workplace #Joy #Happiness, #Mindfulness #Meditation #Burnout #Music #Environment #Mindful

In der heutigen Episode sprechen wir über eine der Herausforderungen unserer Zeit. Es geht um das Thema Nachhaltigkeit und darum, wie Unternehmen über den Grad der Nachhaltigkeit ihres wirtschaftlichen Handelns künftig werden berichten müssen. Dabei nehmen wir Unternehmen der Gesundheits- und Sozialwirtschaft in den Fokus. Während viele dieser Häuser sich aktuell ohnehin personellen und wirtschaftlichen Herausforderungen gegenüber sehen, kommt das Nachhaltigkeits-Reporting nun – mehr oder weniger überraschend – als zusätzliche Herausforderung hinzu. Wie also kann man Einrichtungen der Sozial- und Gesundheitswirtschaft - oder auch andere Bereiche - in ihrer Nachhaltigkeitsberichterstattung unterstützen? Über diese Fragen spricht Dr. Martin Wolfslast, Berater im zeb, mit Dr. Christian Heitmann. Christian ist Partner und Leiter des Geschäftsbereichs Unternehmensberatung der Wirtschaftsprüfungsgesellschaft Curacon, die für ihre Kunden in der Gesundheits- und Sozialwirtschaft ein Tool zur Nachhaltigkeitsberichterstattung anbietet, das in Kooperation mit der zeb.business school entwickelt wurde. Wir sprechen also auch darüber, wie es zu der Zusammenarbeit zwischen zeb und Curacon gekommen ist und was ein solches Tool leisten muss.

00:00 Introduction01:28 The Bare Necessities 02:48 Leading YOU04:08 Leading TEAMS05:15 Leading ORGANISATIONS 07:33 Word of the Week08:12 Final Step08:34 Close THE SUNDAY SCHOLAR takes a lighter look at leadership. Full of ideas, insights and inspiration. It's our weekly newsletter—reimagined as a podcast. Something to be expected. Something to look forward to.

The term balanced scorecard refers to a strategic management performance metric used to identify and improve various internal business functions and their resulting external outcomes. Used to measure and provide feedback to organizations, balanced scorecards are common among companies in the United States, the United Kingdom, Japan, and Europe. Data collection is crucial to providing quantitative results as managers and executives gather and interpret the information. Company personnel can use this information to make better decisions for the future of their organizationsThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4432332/advertisement

In this episode, we'll dive into the world of employee performance management systems. From Goal Setting to Employee Self Assessment, 360 Degree Feedback, Continuous Performance Management, and the Balanced Scorecard, I'll break down the pros and cons of each approach; simplify each system so that you can understand how they work, and emphasize the critical importance of aligning your employee performance management goals with the goals of your organization.By using a combination of these systems, you as a manager can effectively assess your employees' performance, provide valuable feedback, and help your team grow in their careers.Remember, if it's not measured, it's not managed.InvitationUse the link below to learn more and become an Idomeneo insider. You'll get info to help you unleash your team's engagement, protect your people investment, and grow your leadership muscle.  I can't wait to continue the conversation.https://idomeneoinc.com/welcome/

What's SHE Up To Now Day 1827? Balanced Scorecard To Strive For Excellence... Drop in to get the real scoop--the good, the bad, the ugly, the truth (well my truth anyway). https://facebook.com/beme2thrive #documentthejourney #shareyourexperience #balancedscorecard

Get Your Goals Annual Challenge, Day 24. Goal Framework # 15: Balanced Scorecard? Do One Thing Every Day To Get What You Want! Join in every day in 2023 for a quick challenge that is all about you achieving your goals and creating the life you want! https://www.facebook.com/ThrivingSharon Ask your questions, share your wisdom! #getyourgoalschallenge #getwhatyouwant #balancedscorecard

Measuring Your Business Performance is vital to your business in order to grow and provide quality service. In this Podcast we talked about measuring your business performance using the balanced scorecard which is broken down into 4 sections: 1. Finance 2. Structure 3. Innovation 4. Customer Experience. Don't forget to subscribe to our Podcast and turn on post Notification so you will be notified when we post a podcast. By the way, my name is Eizu, with 4 Master's degrees, over 145 successfully restructured firms and over a decade spent on management consulting, I'd like us to plan your business upgrade together. alongside other select CEOs and board members, let's have a 2023 Strategy Brunch, where we discuss Business Strategies that work in 2023. Date: Thursday 26th of January, 2023 Venue: CCX, Lagos Time: 11:00 AM - 3:00 PM Fee: 30,000 Payment link: https://flutterwave.com/pay/lguz8tzpxtou Want to join the HBC community? Click on the link below http://bit.ly/3XDInbk Follow us on Instagram: Hexavia : https://instagram.com/hexavianigeria?... Eizu Uwaoma : https://instagram.com/eizu.uwaoma?igs... Ese Obrimah : https://www.instagram.com/missobrimah/ Website: https://hbc.org.ng/ LinkedIn : https://www.linkedin.com/in/eizu-uwao... Twitter: https://twitter.com/hexavia Facebook: https://www.facebook.com/Hexavian/ Youtube: https://www.youtube.com/channel/UClz9Ogk3Wv3QRuSxOC2Vdpw/

Hard working employees are committed and engaged. When people start to move away from commitment and engagement, it is very likely because they don't see how their work matters. Then, they become less hard-working. If you're a leader responsible for strategic planning, it's up to you to figure out how to make the plan come to life. If that's your goal. If the plan is to put together a strategic plan that could be mistaken for an annual report and is laminated and put in a binder; you can do that... anyone can do that. If you're a leader who wants to bring meaning to that strategic plan, a balanced scorecard will get you there. The scorecard will help each person have better ways to understand how they contribute to the overall mission in a meaningful way. This is not "thank you for all you do" but really having intentional metrics for each function to strive for in order to meet the goals of the strategic plan under budget and on time.

Not sure what exam to take? Take the QUIZ: https://www.hrdefined.com/take-the-quiz WHERE TO FIND US: Web: www.hrdefined.com Email: info@hrdefined.com LinkedIn: linkedin/company/hrdefined Facebook: facebook.com/hrdefined Instagram: @hrdefined GRAB THE BOOTCAMP: https://www.hrdefined.com/hrdbootcamp Immediate Access Community Support 500+ Exam Questions 6 months access BONUS #1: Complex Concepts BONUS #2: Precedence Cases BONUS #3: Case Studies About Us: At HR Defined, we equip HR professionals with the tools they need to become thought leaders. Our instructors encourage students to deep dive into the HR principles and empower them to pursue their certification goals. HR Defined strives to bring perseverance and resiliency to human resources professionals while simultaneously helping them gain the confidence they need to ace their certification exams. About Cari Hawthorne: Lead Instructor at HR Defined in Houston, TX. Follow Cari Hawthorne: www.linkedin.com/in/carihawthorne1 Cari Hawthorne is an Army Veteran, Author and Certified Human Resources Professional. Her strength lies in her ability to provide HR professionals with the tools they need to become thought leaders. Cari works diligently to equip human resources professionals with the knowledge and confidence they need to ace their certification exams and excel in their careers. Her background spans over the last 14 years specializing in career coaching, talent management, recruiting and training and development. Currently she is a Senior Global Human Manager for a Fortune 500 company where advises senior leaders on people and strategy. #humanresources #shrm #hrcertification #hrdefined

Not sure what exam to take? Take the QUIZ: https://www.hrdefined.com/take-the-quiz WHERE TO FIND US: Web: www.hrdefined.com Email: info@hrdefined.com LinkedIn: linkedin/company/hrdefined Facebook: facebook.com/hrdefined Instagram: @hrdefined GRAB THE BOOTCAMP: https://www.hrdefined.com/hrdbootcamp Immediate Access Community Support 500+ Exam Questions 6 months access BONUS #1: Complex Concepts BONUS #2: Precedence Cases BONUS #3: Case Studies About Us: At HR Defined, we equip HR professionals with the tools they need to become thought leaders. Our instructors encourage students to deep dive into the HR principles and empower them to pursue their certification goals. HR Defined strives to bring perseverance and resiliency to human resources professionals while simultaneously helping them gain the confidence they need to ace their certification exams. About Cari Hawthorne: Lead Instructor at HR Defined in Houston, TX. Follow Cari Hawthorne: www.linkedin.com/in/carihawthorne1 Cari Hawthorne is an Army Veteran, Author and Certified Human Resources Professional. Her strength lies in her ability to provide HR professionals with the tools they need to become thought leaders. Cari works diligently to equip human resources professionals with the knowledge and confidence they need to ace their certification exams and excel in their careers. Her background spans over the last 14 years specializing in career coaching, talent management, recruiting and training and development. Currently she is a Senior Global Human Manager for a Fortune 500 company where advises senior leaders on people and strategy. #humanresources #shrm #hrcertification #hrdefined

Not sure what exam to take? Take the QUIZ: https://www.hrdefined.com/take-the-quiz WHERE TO FIND US: Web: www.hrdefined.com Email: info@hrdefined.com LinkedIn: linkedin/company/hrdefined Facebook: facebook.com/hrdefined Instagram: @hrdefined GRAB THE BOOTCAMP: https://www.hrdefined.com/hrdbootcamp Immediate Access Community Support 500+ Exam Questions 6 months access BONUS #1: Complex Concepts BONUS #2: Precedence Cases BONUS #3: Case Studies About Us: At HR Defined, we equip HR professionals with the tools they need to become thought leaders. Our instructors encourage students to deep dive into the HR principles and empower them to pursue their certification goals. HR Defined strives to bring perseverance and resiliency to human resources professionals while simultaneously helping them gain the confidence they need to ace their certification exams. About Cari Hawthorne: Lead Instructor at HR Defined in Houston, TX. Follow Cari Hawthorne: www.linkedin.com/in/carihawthorne1 Cari Hawthorne is an Army Veteran, Author and Certified Human Resources Professional. Her strength lies in her ability to provide HR professionals with the tools they need to become thought leaders. Cari works diligently to equip human resources professionals with the knowledge and confidence they need to ace their certification exams and excel in their careers. Her background spans over the last 14 years specializing in career coaching, talent management, recruiting and training and development. Currently she is a Senior Global Human Manager for a Fortune 500 company where advises senior leaders on people and strategy. #humanresources #shrm #hrcertification #hrdefined

In this episode, MJ the tutor explores the identity and relationship between business stakeholders in a coffee house setting. It cannot be denied that stakeholders, whether primary or other, are important to the operations and success of a business. MJ will discuss the different stakeholders by using the Mendelow's Matrix framework. Accounting Makes Cents is biweekly podcast dedicated to CIMA accounting students and those still thinking about it. Episodes will range from providing study tips and resources to brief discussions of CIMA syllabus topics. If you like the show, please hit subscribe to add it to your listening queue and to ensure you do not miss an episode. MJ the tutor would love to hear from you if you have ideas for future episodes. You can reach out by leaving a voice message. Thanks for tuning in and see you on an Accounting Makes Cents episode soon! Resources and links from this episode: The Barista and the Balanced Scorecard - https://bit.ly/3K8AioJ Let's connect: Anchor: anchor.fm/mjthetutor Facebook: facebook.com/mjthetutor Instagram: @mjthetutor Twitter: @mjthetutor Credits: “Ding Ding Small Bell” (https://freesound.org/s/173932/) by JohnsonBrandEditing (https://www.youtube.com/channel/UC1RImxnsbfngagfXd_GWCDQ) licensed under CC0 Licence. --- Send in a voice message: https://anchor.fm/mjthetutor/message

Join me this week as I talk about my #1 business strategy is partnering with my brain. A close second, is partnering with my nervous system. Yup…it's not a SWOT Analysis, 7-S, Balanced Scorecard, SMART goals, OKR's, Porter's Five Forces, PESTLE Analysis, VRIO Framework… oh my gosh!!! I have learned and applied all of these and more in my lifetime of leading teams and organizations. I have studied these in certifications, courses, diploma programs, university biz school programs, executive meetings and retreats with top business consultants. And none of these even come close to increasing my effectiveness as a leader and business entrepreneur to partnering with my nervous system as a key business strategy.   Thanks for listening to the #3UNIQUES podcast this week. Don't forget to leave a comment and star-rating. Here's are 3 ways to Discover Your #3UNIQUES: 1. Take the #3UNIQUES Leadership Quiz  2. Check out my online course on Stepping Into Your #3UNIQUES 3. Follow #3UNIQUES on Instagram.

ทำไมเวลางานบริหารธุรกิจถึงมักพูดกันบ่อย ๆ ถึง Balanced Scorecard มันสำคัญอย่างไรกัน ? มาเข้าใจกันง่าย ๆ ในคลิปนี้นะครับ   สามารถอ่านบทความต้นกำเนิดของมันได้ที่ https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2

Joining me this week is Ajay Pangarkar.Ajay is an award-winning Performance and Cost Strategist. He's an expert on training in the workplace, as well as on finance and accounting. He's also an author, and his books bring together his wealth of experience and insight across these various fields. His most recent book, The Trainer's Balanced Scorecard , which he wrote with his co-author Teresa Kirkwood is the starting point for a lot of our conversation. We explore the often tricky topic of measuring training ROI, and with Ajay having authored and published multiple courses on these very topics, it was a real privilege to be able to pick his brain and map new insights. .I know you're going to get a lot of value from this episode, so feel free to share any takeaways or moments that stand out to you.For now, please sit back and enjoy my conversation with Ajay Pangarkar.

In Episode #29 werden viele wichtige Grundsätze der agilen Denkwelt beleuchtet. Marco erläutert anhand von konkreten Fragen bezüglich Jahreszielen und dem Budgetprozess ausführlich die Murakamy Sichtweise und erklärt, warum und wann ein ganzheitliches Steuern mit OKRs (für ihn) Sinn macht. Zudem wird aus unterschiedlichen Perspektiven beleuchtet, wie sich andere Frameworks wie z.B. Scrum oder Balanced Scorecard mit OKRs kombinieren lassen und was sich ideologisch eher ausschließt.

Like Line of Sight and Vertical Alignment, Dashboards and Scorecards starts with a Balanced approach to business goals. The concept was developed several decades ago when addressing the problem of how to directly affect profit. As most of business know financial performance of the company is the effect, not a cause. That begs the question what drives profits? Every company has it's own version, the one we use is simple and it drives how IBGR creates programming. Financial Performance equals Operations plus Customers plus People multipled by the Executive or owner. Topics: Setting Targets: for each element of your Balanced Scorecard, what is the Intention and the Results Measures for Goals, the Intention and Process Measures for Objectives? Finance Operations Customers People Setting Target Values: for each Goal what does the final result look like, how will be measured, and who is responsible? Setting Intermediate Targets for each Objective - what is the acceptable success level for this period and how will it be measured? Ensuring that every employee has all of the goals and objectives they impact covered by their position description

The Personal Balanced Scorecard (PBSC) is a journey into the inner self, where values, hopes, dreams and aspirations lie quietly waiting to be discovered. Taking the journey as an individual allows you to view your life objectively and authentically as a whole person and provides a roadmap of your dreams and aspirations translated into manageable and measurable milestones. As a part of the Total Performance Scorecard (TPS) process which I introduced in 2003 in Total Performance Scorecard: Redefining Management to Achieve Performance with Integrity, and which has been translated into more than 20 languages, the Personal Balanced Scorecard can also be an effective way for managers to coach others to achieve integrity and alignment between work and life. The benefit comes from changing individual behavior in order to drive organizational effectiveness, enhance performance, and increase self-awareness, personal responsibility and motivation. PBSC is an integral part of this organic and holistic Total Performance Scorecard process, which is an organizational and cultural change tool and a method for ongoing effectiveness. Its uniqueness lies in aligning and a combination of Personal and Organizational goals to result in Individual Performance Plans for each employee. The focus of this book is the PBSC portion, which comprises a search for self-knowledge, self-discovery and self-mastery.

In this exclusive interview Dr. Karen Hardy and Dr. Kaplan engage in a candid and rich discussion about the opportunities and challenges for the risk management industry, the practice of risk management during the pandemic, the role behavioral science in organizational settings, and the success of the HBS Risk Management Program for Executives over the past decade. Robert Kaplan is Senior Fellow and Marvin Bower Professor of Leadership Development, Emeritus at the Harvard Business School. He co-created both the of Activity Based Costing (ABC) and the Balanced Scorecard.

Episodio#74 Planificación Estratégica Vs. Balanced Scorecard Temas Planificación Estratégica Análisis FODA Las 4 perspectivas de un Balanced Scorecard Enfócate en las fortalezas (tú creces en lo que eres bueno y talentoso). --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/arturo-castrodad/message Support this podcast: https://anchor.fm/arturo-castrodad/support

In this special episode of the Leadership Genius podcast we experience Part Two of our interview Strategic Execution and OKR expert, Paul Niven on the art of leading through setting specific and clear Objectives and Key Results. Paul is the President of OKRstraining.com and is a best-selling business author, OKR coach, management consultant, and noted speaker on the subjects of strategy, OKRs, Balanced Scorecard, and strategy execution. He is also a strategic advisor for Inspire Software, a leading provider of OKR software that is integrated with best practices in leadership and performance management theory. He is joined by this week's special host, Tim Driscoll, Chief Operating Officer of Inspire Software. Setting effective goals is a foundational leadership skill. This episode explores how to effectively implement OKRs into the DNA of an organization. Paul is also featured in our upcoming live Webinar, Maximizing Execution while Enhancing Culture in a Hybrid Environment, we he explores ways to be effective in the new norms of work with Chris Wollerman, CoFounder and CEO of Inspire Software. REGISTER HERE! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/jason-diamond-arnold/message

In this special episode of the Leadership Genius podcast we interview Strategic Execution and OKR expert, Paul Niven on the art of leading through setting specific and clear Objectives and Key Results. He is the President of OKRstraining.com and is a best-selling business author, OKR coach, management consultant, and noted speaker on the subjects of strategy, OKRs, Balanced Scorecard, and strategy execution. He is also a strategic advisor for Inspire Software, a leading provider of OKR software that is integrated with best practices in leadership and performance management theory. He is joined by this week's special host, Tim Driscoll, Chief Operating Officer of Inspire Software. Setting effective goals is a foundational leadership skill. This episode explores the benefits and challenges leaders face when implementing and practicing an effective OKR approach to goal setting. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/jason-diamond-arnold/message

4 P's of Business. We remixed the Balanced Scorecard in a way that is relevant to business today. Learn this incredible framework to create and set yourself up for success.

EP 962 (MB 8) จิ๊กซอว์ตัวสุดท้ายของความสำเร็จ ตอนที่ 2 มาต่อเป็นตอนหนังสือกับการ Review หนังสือเล่มนี้ที่ผมเขียนครับ ตอนนี้จะเล่าให้ฟังถึงเทคนิคการสร้างตัววัดผลความสำเร็จในชีวิตเรา และการปรับใช้เอาหลักการ Balanced Scorecard มาใช้วัดชีวิต ลองฟังกันได้ครับ