خانه استراتژی



اجرا پذیر کردن استراتژی

  • درس جاری سازی استراتژی.

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    اهداف دوره آموزشی 

    هدف از این درس عبارت است از :  

    • آشنایی عملی با فرمول BSC برای فرموله کردن و اجرای استراتژی
    • تسری استراتژی در سازمان‏های بزرگ به واحدهای عملیاتی، ستادی، حوزه ‏های زیر مجموعه
    • Use a strategic framework to organize thinking and make decisions
    • Capitalize on opportunities to promote continuous organizational and personal growth
    • To introduce the concept of creative strategic thinking

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    معرفی دوره آموزشی

    مدت زمان مطالعه  4 ماه
    تعداد مطالب .... مطلب
    سطح تخصصی دوره  متوسط
    پروژه درسی ندارد
    نحوه آموزش الکترونیکی
    نحوه ارتباط با استاد ارسال تیکت- ارسال ایمیل
    پیش نیاز مطالعاتی تفکر سیستمی - برنامه ریزی استراتژیک- مدیریت پروژه - مدیریت پورتفولیو- طرح کسب وکار
    امکان گرفتن مدرک در صورت  شرکت در آزمون و ارائه پروزه درسی

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    مخاطبان دوره

    مخاطبان دوره میتوانند هر یک از افراد زیر باشند :

    • مدیران عامل و هیئت مدیره شرکت­ها و سازمان­هایی که ایجاد تحولات و تغییرات برنامه ریزی شده را از اهداف مدیریتی خود می دانند.
    • مدیران میانی (معاونین و مدیران ستادی و عملیاتی ) که علاقمند هستند سازمان خود را به شیوه های کارآمدتر هدایت کنند.
    • کارآفرینان و فعالان کسب و کاری که می خواهند در فضای پر تلاطم تغییرات محیطی ، هدایت سازمان خود را در جهت پیشرفت و تعالی آن در کنترل خود داشته باشند.
    • کارشناسان ارشد واحدهای تصمیم سازی، استراتژی ، برنامه ­ریزی و نظارت
    • علاقمندان به اجرا پذیر نمودن استراتژی های سازمانی
    • کسانی­که برای ایجاد تغییرات بزرگ در زندگی و یا سازمان خود برنامه استراتژیک دارند و حالا می خواهدن برنامه خود را رعملی نمایند.

    [/tab] [tab title="سیلابس" icon="icon: bookmark"]

    سیلابس درس

    •       مروری کوتاه بر مفاهیم برنامه ‏ریزی استراتژیک
    •       آشنایی با مدل کارت امتیازی متوازن (BSC)
    •       توسعه نقشه استراتژی
    •       آشنایی با انواع شاخصه‏ ها و استفاده از آن‏ها به عنوان شاخصه‏ های استراتژیک نقشه استراتژی سازمان
    •       شیوه های تسری استراتژی در سازمان‏ها
    •       تسری استراتژی به واحدهای عملیاتی سازمان‏های اقماری
    •       تسری استراتژی به واحدهای صف و ستاد سازمان‏ها
    •       شیوه‏ های کارآمد شروع چشم ‏انداز
    •       زیر ساخت‏های سیستمی مورد نیاز برای تحقق استراتژی‏های سازمان
    •    عارضه ‏های عمدی عدم اجرای اثر بخش استراتژی در سازمان‏ها

    [/tab] [tab title="گروه علمی" icon="icon: group"]

    اعضای گروه علمی و پژوهشی

    رئیس گروه علمی  Hooman Tashdighi

    آقای دکتر هومن تصدیقی

    مدرس دانشگاه ، مشاور مدیریت

    رزومه
    مدرس دوره  khosravi personal

    آقای دکتر مهدی خسروی

    موسس شرکت ، مشاور مدیریت و مدرس دانشگاه

    رزومه
    مدرس دوره      

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    [tab title="مزایا" icon="icon: star"]

    مزایای شرکت در این دوره 

    1-دسترسی به محتوای درس بصورت آنلاین و در تمام ساعات
    2-بروز آوری دانش تخصصی از طریق دسترسی به مقالات گردآوری شده مرتبط با موضوع درس
    3-عضویت در انجمن تخصصی و تبادل نظر با سایر اعضای آکادمی
    4-دریافت مدرک آموزشی بعد از شرکت در آزمون و انجام پروژه های درسی
    5-دسترسی به کتب و مقالات رایگان برای اعضا

    [/tab] [tab title="سوالات متداول" icon="icon: question"]

    سوالات متداول

    سوالات متداول شما و پاسخ آنها در بخش پرسش های متداول

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    [tab title="میزان سرمایه گذاری" icon="icon: dollar"]

    هزینه سرمایه گذاری این دوره برای شما

    هزینه سرمایه گذاری دوره 1.000.000 ریال [button url="membership/view-available-memberships/1-/list" icon="icon: money" icon_color="#5dc435"]سفارش عضویت[/button]

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    محتوای دوره
    1- مبانی و اصول اجرا پذیرکردن استراتژی
    7 عادت رهبران استراتژیست HABITS OF A GREAT STRATEGIST: How to become a strategist going beyond...
    2- مدلهای اجرای استراتژی
    5 Strategy Execution Tips   You’ve got huge dreams. You make an awesome strategic plan. ...
    3- ارتباطات استراتژی
    Reach for the head, heart and hands The communication of strategy and its execution comes in...
    4- سلسله مراتب اجرای استراتژی
    شاخص های کلیدی عملکرد KPI’s or key performance indicators measure your progress towards your...
    5- هدف گذاری فردی
      12 insights from 100 goal-setting studies with 40,000 individuals Did you know that...
    الگوی تعریف هدف You can read this guide about the goal setting template chronologically or jump to...
    6- هدایت عملکردها
    مواردی که هر مدیر درباره مربیگری باید بداند 6 things every leader should know about coaching ...
    7- روند اجرای استراتژی
    نقل قول هایی درباره اجرای استراتژی Here are my favorite strategy execution quotes to spice up...
    از مدیریت زمان به مدیریت انرژی From time management to energy management When time management...
    چرخه مدیریت عملکرد فردی چابک Individual performance management cycle goes agile Individual...
    سؤالاتی در مورد تفکر و صحبت کردن شما 14 questions for you to keep you thinking and talking The...

    لطفا نظرات خود را در جهت بهبود کیفیت آموزش با ما به اشتراک بگذارید

     

  • 7 عادت رهبران استراتژیست

    strategy and strategy execution

    HABITS OF A GREAT STRATEGIST:

    How to become a strategist going beyond the traditional role of a strategist?

    Here’s a list of things great strategists frequently do:

    1. A great strategist makes us care

    Good strategists formulate strategy using phrases like: “We want to outperform the market and have a ROCE at least 2 percent higher than the industry average in the next 5 years.”

    And while this phrase might perfectly capture the company’s ambition, the truth is most people just don’t care.

    Great strategists go beyond PowerPoint presentations.

    They look for ways to make us care about the company strategy.

    They look for ways to turn an abstract idea into a concrete race that we all want to be part of.

    Just think about John F. Kennedy who made an entire nation care about NASA’s strategy by turning aeronautics into a race every American wanted to win: “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.”

    2. A great strategist keeps us focused

    Good strategists know that strategy success depends on our ability to stick to the choice we have made.

    Great strategists stand out because they dare to defend that choice and say NO.

    They stand out because they are willing to take an unpopular stand like sacrificing short-term results to create long-term value.

    They know that strategy is about choice and choosing to stick with your thinking.

    And, by their example, they inspire others to do the same.

    Strategist - skills: a great strategist knows when to say no - Michael Porter

    3.  A great strategist facilitates our decision process

    When employees complain about the company strategy, they say things like “The strategy is not clear”, or “Our organization doesn’t have a strategy.” But the underlying point they want to make is “I don’t know what I can do to help”.

    Bad strategists don’t pay attention to this hidden message. If the strategy message is clear for them, they assume it’s clear for everyone.

    Great strategists strive to get everyone on board the strategy ship. They will provide strategy information in a language people understand.

    A great strategist provides prioritization guidelines to align day-to-day choices with the big choice.

    4. A great strategist simplifies our lives

    Every strategist knows that complexity creates opportunities in the outside world. Why else do you think there are a million different subscription options for your mobile?

    Great strategists also know that copying this complexity on the inside will make life for everyone a living hell.

    They know that you don’t need a different department for each client segment you approach in the market. They know that internal complexity is the biggest performance killer—as Chris Zook and James Allen from Bain & Company point out in their book Repeatability after extensive research with 1000+ organizations

    5. A great strategist tells us stories

    Psychologist and researcher Jerome Bruner found that facts are 20 times more likely to be remembered if they’re part of a story.

    Stories are powerful because they provide context and create an emotional connection.

    In other words, the right story wrapped around an idea makes the core message stickier—easier to remember. A PowerPoint or Excel presentation doesn’t.

    That’s why great strategists tell stories.

    6. A great strategist digs in

    Strategy Execution isn’t something other people should worry about while doing something far more important.

    Great strategists know this, and that’s why they have Strategy Execution high on their agenda as well.

    They know that if they don’t, PowerPoint will end up catching dust on desks until the next strategy exercise.

    strategist - skills: also strategy execution should be high on the agenda of a strategist - Jeroen De Flander

    7. A great strategist educates us

    Bad strategists show off their strategic thinking skills at every opportunity.

    Good strategists never brag about their conceptual strengths.

    Memorable strategists make it their mission to share their knowledge, educating others on what strategy is all about, and how to ask the right strategy questions.

    In short, memorable strategists inspire others to think the unthinkable.

    And then—like everyone else—they role up their sleeves and help the organization succeed.

     

  • از مدیریت زمان به مدیریت انرژی

    From time management to energy management

    When time management became popular, it seemed to be a solution to all business problems. Everyone took time management courses and started looking for efficiency gains everywhere. Companies promoted it and started carefully monitoring the use of time.

    But since time management became popular, the world has dramatically changed, our business interactions speeding up tremendously. Thirty years ago, a typical business interaction went something like this. Your company wants to do business with another company. After a nice lunch to talk about opportunities, you send a letter to the contact person to formalise ideas. A few days later, the recipient plans an internal meeting to discuss the matter, the results are dictated to a secretary who sends a letter back.

    You plan a meeting in two weeks to discuss it further…” Today, you might talk to your boss after lunch, then write an email that evening to your contact person. You receive a response by midnight saying she will discuss your feedback with her boss. At lunchtime the next day you get a formal email confirming the agreement.

    It is a mistake to think that the increased speed of business is only technology driven. Yes, it’s true that new means of communication enable us to communicate faster, but the real change is in the mindset. We expect things to move forwards at the same speed as technology. If we don’t get a response to our email within the next 12 hours, we believe something is wrong.

    And as today’s technology is so advanced, we – the managers – have become the bottleneck. We have reached the time management optimum as there are only 24 hours in a day and only so many emails we can write and respond to in an evening.

    What’s the result?

    We try to become even better at time management and start to cut corners. A typical example is collective smart phone sessions. It is still called a meeting, but in reality it’s just a bunch of individuals sitting around the same table cleaning out there inbox while somebody in front makes some background noise. But if we are honest, that’s not the solution either.

    The biggest problem is that people don’t cope with work anymore, the speed and the feeling that work is never-ending is stressful. There have never been so many people suffering from burnout in the Western world. In fact, a number of organisations that we talked to list avoiding burnout in the top three of their HR priority list.

    So what’s the solution?
    We have to evolve our thinking from time management to energy management. The limits of productivity are not defined by time or hours of work, but by the energy levels we have.
    We believe it’s crucial to have such a debate in every organisation and look for paths to better energy management. There is an organisational angle where the cultural elements have a big impact, for example, do you have a culture of endless meetings in your company and on a personal level, do you know when you go into overdrive and it’s time to take a break?

    The speed of technology will not decrease so energy management will become more and more important on an organisational and individual level. We will have to learn how to manage the overall energy balance of the organisation as well as personally managing our own energy levels. To do this, we have much to learn from the younger generation who cope much better with the new time dilemma. They understand it’s impossible to follow the speed of technology and they clearly say no to certain things. They make choices.

    And finally, a comment on energy management in times of crisis. For most individuals, a crisis is a stressful period in their business life. And quite a few of them are stretched to the limit, with the risk of burnout just around the corner. When the economy picks up, companies shift gear again, demanding that people go the extra mile. There is a risk that this could prove a push too far. Be aware of the impact that the crisis has had and continues to have on the energy levels of people in your organisation and take action to restore the balance before jumping into a new venture.

  • الگوی تعریف هدف

    You can read this guide about the goal setting template chronologically or jump to any chapter:

    Simple goal setting template: examples and tips for easy-to-use goals worksheet

    GOAL SETTING TEMPLATE: WORKSHEET HIGHLIGHTS

    This goal setting template is basically a worksheet that covers 3 crucial areas.

    (1) The goal setting part and follow up of goals

    (2) The habits lever

    (3) Change management

    Goal setting template - goal setting worksheet with tips - Jeroen De Flander

    GOAL SETTING TEMPLATE: #1. GOAL SETTING

    In 1990 Professor Edwin Locke and Gary Latham published A Theory of Goal-setting & Task Performance, a groundbreaking study based on 400 laboratory and field experiments carried out over 25 years.

    Their research provides 2 important insights for our journey.

    First, when we define goals, we perform better than when we don’t. Both professors argue that by setting goals, we create a standard for self-satisfaction with performance. In other words, by telling ourselves what success looks like, we want to chase it and be successful.

    Secondly, regular feedback on our progress towards our chosen goal boosts our performance.

    Set smart goals

    This is the first exercise from the goal setting template. Most companies have an annual, individual goal setting process, part of the classic strategy implementation process. So we are not reinventing the wheel, but connecting the strategy execution steps.

    Your challenge:

    Use the goal setting template and set great goals for yourself. Do the same for team members

    Tips:

    1. Don’t break the business strategy chain.

    Setting smart personal goals isn’t an isolated exercise. In fact, it’s the final step in a series of events, all aimed at dividing the business strategy into smaller parts. The sum of your personal goals is your strategic action plan at the minutest level of detail.

    In order to make it all add up, the relationship with the next level up is crucial. Without it, the organizational value is completely lost and could result in great-sounding objectives which don’t support your company strategy.

    2. Make sure it all adds up

    Imagine you are the manager of an IT department comprised of 30 people, of whom 8 are project managers, 19 project members, and 3 support staff. You discover, via an internal audit, that only 73 percent of your projects deliver results on time and within budget.

    The main reason: poor project management. You ask HR to find a good project management skills course and, being a good performance management scholar, give all 8 project managers the following SMART goal: to take a 2-day project management course in the following 3 months.

    How great are your chances of attaining a better score on your next project delivery audit?

    Pretty low, wouldn’t you say?

    And that’s not because the objective itself is wrong, but because other objectives are missing to complement this one. In other words, the lower-level objective of sending your 8 project managers on a 2-day course won’t be enough to achieve your overall goal of improving the project delivery on time and on budget.

    Always ask yourself the following question: ‘Would I bet my own money on this combination of goals to reach the one above?’.

    If the answer is no, you still have some work to do.

    Here are 2 actions you might want to consider:

    1. What other goals can you add to increase the likelihood of success? Make a list. Rank all actions, starting with the one you think has the most impact on the realization of your overall goal
    2. Try to reformulate the existing objectives So to sum up, evaluate not only if an individual objective contributes to the overall goal, but also question if the contribution is large enough. If not, take action.

    3. Don’t be too SMART

    What does the ‘T’ stand for in SMART?

    Is it ‘Time-based’ or was it…?

    When I talk to managers, I often feel that goal setting has been downgraded to a ‘using the SMART goal setting technique’ drill. The essence has been lost.

    The acronym is well-known but few understand the real dynamics of goal setting and the added value for the successful implementation of a strategy. Most managers are clueless and thousands of company money is spent on training to reinforce this ignorance.

    So does this mean that the SMART model is ineffective in today’s working world? Not at all. It still has its advantages—it’s recognized by most managers and is a great aide memoire for goal setting. Just be careful it doesn’t become a goal in itself.

    4.  Don’t assume too quickly that someone is motivated

    As you know, commitment is crucial to the success of individual objective setting. No commitment means no performance, whatever else you try.

    So while most managers focus only on the objectives, you want to focus on the objectives and the other person in the room, obtaining that crucial commitment.

    But be careful!

    Peter Senge, author of the best-seller The Fifth Discipline, believes that “Ninety percent of the time, what passes for commitment is compliance”.

    In other words, you might think you have that very important goal commitment in the bag, but in reality, you don’t. You only have something that resembled the real thing.

    Here’s a specific guide if you want to work on personal goals and personal motivation.

    5. Focus on getting the leadership objectives right.

    Most people find it difficult to define high-quality leadership objectives.

    In fact, almost all managers I know find it much easier to define ‘hard’ business objectives than ‘soft’ ones.

    But instead of putting in the extra effort required to get them right, they take the easy way out and end up with leadership objectives such as ‘go to leadership training’, ‘organize more communication sessions’ or ‘work on your management skills’.

    So what’s the magic trick to define those leadership objectives?

    Here are just a few that will help you get the job done:

    • Think and talk behavior.
    • Describe and discuss suitable behavior—and equally or even more importantly, what doesn’t fit
    • Compare behavior. Do you know somebody who has the right leadership behavior? Use them as an example in your discussion
    • Keep it simple. Competency dictionaries and leadership models often provided are way too detailed and won’t serve your purpose.
    • Don’t try too hard! Don’t overdo the measuring part. People with SMART training under their belts have been taught to make every objective measurable. But participants need a discussion and feedback, not a mathematical formula.

    6. Don’t let a template ruin an important exercise

    Ideally you shouldn’t need to worry about templates.

    But since the world isn’t ideal, you might be faced with a highly complex and user-unfriendly, objective-setting document.

    But don’t let a poor-quality document affect your professionalism.

    Don’t allow your meeting to disintegrate into a ‘we have to fill in this template for corporate reasons’ exercise. This won’t do justice to either you or your colleagues. Keep the quality standards as high as possible.

    Start with a blank sheet of paper if it helps. You can always transfer the results of your meeting onto the template later. And don’t forget to tell those in charge that the document isn’t fit for the job. If they are smart, they will get to work.

    GOAL SETTING TEMPLATE: #2. HABITS (STRATEGY ANCHORS)

    Repetitive weekly cues that help automate execution decisions are called ‘Strategy Anchors.’

    They help us take on the villain Willpower Depletion during the time that habits remain unformed or fragile. These anchors ensure that our good intentions on the road to success aren’t blown away by day-to-day distractions, competing destinations, or existing bad habits.

    You might have spotted that I suggest a weekly rhythm. It’s true that a daily rhythm creates habits faster—but in my experience, a daily schedule is unrealistic in most business environments.

    A 7-day rhythm however gives you the benefit of regular repetitions, while following a more natural business flow. As the authors of the The 4 Disciplines of Execution nicely point out, “In many operating environments, weeks represent a natural rhythm or organizational life. We think in weeks. We talk in weeks. They have beginnings and ends. They are the staple of human condition and make for a perfect cadence of accountability.”

    The Strategy Anchors don’t have to dominate the agenda.

    But they have to be there, week after week, month after month.

    There will be times when we face tempting distractions. There will be times, especially at the start, when they wonder if it’s all worth it. There will be times when travelers are swamped with work and don’t really have the time. But the user manual for strategy anchors is very simple.

    If someone, for whatever reason, removes an anchor from their agenda, they need to re-attach it in that same week. Remove the anchor and the ship is lost. Strategy becomes like a shipwreck bobbing on the waves, destined to end up far from the finish line.

    Luckily, after some time, the power of a habit kicks in and the Strategy Anchors grow stronger. And if you keep going, they’re so engrained that you respond automatically to the cue.

    Habits are a force of nature. And we too can take advantage of their power on our strategy journey.

    We just have to follow nature’s logic to create a habit.

    And the logic is this: Strategy Anchors force repetition. Repetition creates routines. Routines beat Willpower Depletion. Hands take over from the head. And the activity, once experienced as extremely difficult, becomes second nature.

    A habit is born.

    Your challenge:

    Identify 1-3 repetitive building blocks in your weekly schedule that will help you to build the identified habits.

    Tip:

    I like to put these building blocks in the morning when there’s no willpower drain Don’t be too ambitious. Agree for the whole group to use the same anchor. For example, every Wednesday morning from 9-10am, we do outbound calls to at least 10 potential clients

  • سؤالاتی در مورد تفکر و صحبت کردن شما

    14 questions for you to keep you thinking and talking

    The days that authors might get the last word are over.

    That’s your job now.

    So now that you’ve read this ultimate guide about strategy execution, go out and laud or lash it on your blog or your favorite social network site.

    But if you really want to make these ideas come alive, talk them over in person.

    Here are 14 questions to get your conversation going:

    1. How does the decision process works in the teams you are involved in? Is there a link between the Big Choice and the SMALL choices?

    2. How well do you communicate? What advice will help you to improve your communication efforts?

    3. Think about a major project you where involved in and try to point out the positives and negatives?

    4. We all have ideas we like to realize. What are yours? And what are three things you can start doing today to improve their chances for success?

    5. If you’re a leader, how could you increase the autonomous decision power of your team members?

    6. What’s the most challenging goal your after? How can you improve your chances for success after reading this guide? 

    7. What are the things that truly motivate you? How much time do they get in your agenda?

    8. Why should we focus more on decision patterns instead of action plans?

    9. Think about how you can continue to improve your strategy execution skills. Have a chat with a coach, friend, co-worker to receive honest feedback.

    10. Think about one of your ideas. Do others really understand what it is all about? Are you sure? Think about ways to let the core of your idea shine more.

    11. Take a moment to think about what success looks like for your idea. Have you clearly defined success? 

    12. How would you redesign your work environment to simplify work? Focus on those things you can influence.       

    13. How do you measure success

    14. Identify 3 things you will start doing more as from now.

    strategy execution vs strategy implementation

    Enjoyed this ultimate guide about successful strategy execution?

  • شاخص های کلیدی عملکرد

    KPI’s or key performance indicators measure your progress towards your goal. This ultimate ‘key performance indicator’ guide offers a simple KPI definition, 23 pages KPI examples (marketing, sales,…), a KPI template, video,….

    It’s clear that having the right Key Performance Indicators is a crucial component to strategy execution success.

    I see however too many managers getting carried away when they hear the word KPI.

    Dashboards, traffic lights, …. the more colors, the better.

    But using Key Performance Indicators that way, they can do your organization more harm than good.

    Start by downloading the free key performance indicator PDF. It offers 23 pages with Key Performance Indicator examples for sales, marketing, operations, ….

    WHAT IS A KPI (KEY PERFORMANCE INDICATOR)?

    A KPI or Key Performance Indicator is a measure to track performance. There are lag indicators looking at past performance and lead indicators predicting future success.

    Organizations use a set of KPI’s to evaluate progress towards reaching goals.

    Selecting the right KPI’s depends on your sector (banking, automotive, …) and type of business activity (sales, marketing, HR,…) Each department uses different KPI types to measure success based on specific business goals and targets.

    THE BEST KPI’S FOR YOUR STRATEGY [LIST]

    Here are 6 important tips to focus on. You can use them to challenge existing KPI’s of check the quality for new ones.

    1. KPI’s: aim for relevance

    “What’s the value of measuring speed if you are driving in the wrong direction?”

    Performance indicators should be deduced from strategic objectives and measure the degree of achievement.

    Focus your measurement on the outcomes, not the means.

    Here’s an example from Balanced Scorecard expert Carlos Guevara: “Once, in a Balanced Scorecard workshop, a Supply Chain Manager told me that one of her key objectives for the next year was to implement a new procurement system. She had even set out the measures and targets – in 15 months the system should ‘go live’. I asked, “Why do you need a new procurement system?”. After a few seconds pause, she replied: “You are right, that’s not my objective, that’s my initiative. My objective would be to improve the efficiency of procurement”. In this example, the real benefit, the outcome, is a more efficient procurement. And that outcome deserves a measure and one or more targets.

    You don’t want to hear from the accounting department six months down the line as to whether your strategy is on track or not. You need real-time and leading (read: predicting) KPI’s that will give you early warning signs as to if and how you need to change course. And as each strategy is unique, there is no fixed set of KPI’s that will work in every situation.

    So it’s important that you get into the habit of building and monitoring your own relevant KPI dashboard.

    Don’t copy / paste indicators because others are using them.

    Create your own dashboard.

    BONUS

    Download a free checklist Find the right KPI using this 23 pages long list with KPI examples!

    2. Aim for easy to understand KPI’s and limit the volume

    “If you have too many rear view mirrors , it will be very difficult to see the road ahead”

    Using ratios – correlating two variables such as cost per unit or CAPEX per employee – may seem like a good idea at the start, but when your ratios are so complex that you can’t explain if it is going wrong because of your numerator or denominator, using ratios become useless.

    Measures should be simple to understand and easy to act upon.

    3. Aim for recurrent KPI’s

    Always spend enough time defining your KPI’s. Stay away from those that can only be measured once a year.

    Great KPI’s are backed up by reliable data, can be reported frequently and are easy for target setting. First of all, this means no ‘yes/no’ KPI’s.

    Indicators should be constantly measurable and suitable to show development over time (e.g. the improvement or deterioration of the indicator over several periods).

    This means that an indicator that is measuring the achievement of a certain condition, such as a quotation of the division at the stock exchange, is not a good Key performance Indicator, even though the objective might show strategic relevance.

    4. Aim for consistent KPI’s

    Ideally, KPI’s have to be consistent over time and across several operating units. It starts with a clear indicator so that measuring the same value by two different people gives the same result and a stable measurement process.

    How? Make a definition card that clarifies the purpose of each Key Performance Indicator, the source of its data elements, the calculation method, frequency of update, data owner or owners and evaluation limits.

    If management asks: “Where did this number come from?”, you probably missed a few steps.

    5. Aim for a good mix between leading and lagging KPI’s

    A lagging indicator is an indicator that looks at the past. It trails behind reality and offers an accurate, but historical view of the facts, such as turnover.

    A leading Key Performance Indicator tries to predict the future. It shows trends before lagging indicators show the actual result, for example, customer satisfaction before customer loyalty.

    Your dashboard should have enough leading indicators so you can predict where you are going and take corrective action if needed. Having only lagging indicators limits your corrective ability.

    Also, having a dashboard full of lagging indicators gives you a false sense of control.

    6. Aim for efficiency

    If it takes you a week to collect the data or you need to reconfigure your complete ERP system to get it automated, you are probably better off selecting another measure.

    Finding the right KPI’s is hard work

    Measurement has defined society, government and progress since the dawn of civilization. Length, area, volume, angle, weight, value, language and time all had to be quantified and systematized to mark out land, plant crops, build palaces, trade goods, tax individuals, keep records and celebrate festivals. In science, measurement has given rise to the modern world with its cash registers, communication satellites and brain scanners. Andrew Robinson points out in The Story of Measurement that measures regulate almost every aspect of our lives – through exams, interest rates, drug prescriptions and opinion surveys – whether we like it or not.

    In our modern business world, measurement too takes a central place. Each company diligently tracks financial performance, consumer insights, employee satisfaction, process efficiency and safety standards. Their employees have their individual measurement set, voluntarily or not, to track objective completion, sales performance and personal growth potential. Measurement has become part of our way of working.

    Maybe the best way to illustrate our belief in the power of measurement is:

    ”What gets measured gets done.”  

    This quote has been attributed to management guru Peter Drucker, although nobody knows how it really started. This quote has become a mantra for a whole generation of managers (and remains so today for many), making measuring the holy grail of execution.

    As long as you measure what you are doing, as long as you have a dashboard, you are doing just fine. But unfortunately, that’s not true.

    Good indiactors require a lot of trial and error. It’s hard work!

    KPI EXAMPLES AND TEMPLATE

    Need some inspiration to find the right kpi’s?

    Here’s a long list (23 pages) with KPI’s structured by business activity (sales, R&D) and Balanced Scorecard perspective

    Here’s an example:

    Financial KPI’s

    Balanced Scorecard - KPI examples - Financial KPI's

     

  • مواردی که هر مدیر درباره مربیگری باید بداند

    6 things every leader should know about coaching

    1. Coaching is a new, fast growing leadership field
      Although Socrates launched some of the basic principles of modern coaching some 2000 years ago, it has only become well-known over the last two decades.
      In these last 20 years, coaching has had a meteoric rise in popularity. For example, 80 percent of UK organisations are investing in one or more forms of coaching and the International Coaching Federation is attracting record numbers each month.
    2. There’s no agreed upon coaching definition
      To this day, there is no single agreed upon definition for coaching. Some are straightforward, others are fancy. My favorite coaching definition is by Tim Gallwey, author of several best-selling books on coaching in sport. It goes like this: “Coaching is unlocking a person’s potential to maximize their own performance. It’s helping them to learn rather than teaching them”.
    3. Coaching is all about awareness & responsibility
      The essence of good coaching is all about you, as a coach, helping your coachee to increase awareness and take responsibility. Of course, the process is important since it brings structure to the conversation, but it should not be the cornerstone of your coaching. Creating awareness and responsibility are. Frame your coaching in the context of awareness and responsibility and it will improve drastically.
    4. Coaching should be a leadership style, not a tool
      Performance coaching is not so much about passing on individual performance objectives, but rather a technique to take away the barriers that prevent individuals from actually taking on and delivering against these objectives.
      Coaching is also a way of managing rather than a tool to use in a variety of situations such as planning, delegation or problem solving. It’s a different way of viewing people – a far more optimistic way than most of us are accustomed to – and results in a different way of treating them. Coaching is all about unlocking future potential performance rather than evaluating and judging current performance. It’s based on the belief that individuals want to and can do a good job. If, deep down, you don’t believe this, coaching is probably not for you.
    5. Be careful not to mix performance coaching with counselling.
      Coaching is work-related, proactive and focused on conscious or just below the surface things. Counselling is a whole different ball game. It’s non-work-related, rather reactive and concerned with the core beliefs of an individual. You can do more harm than good by mixing them up. In his article The Very Real Dangers of Executive Coaching (Harvard Business Review), Steve Berglas pinpoints the risks – and unfortunately – the practice of unschooled coaches who enter into more psychotherapy issues with their coachee than they can competently handle.
    6. GROW is the most popular coaching method
      There are many coaching methods. The good ones will help you as a coach to facilitate learning rather than to direct it. GROW – originally conceived by Graham Alexander and further perfected by Sir John Whitmore – is probably the best-known and appreciated coaching technique in the world today. Unlike other techniques, it is much more than a toolbox linked to an acronym. It helps you to structure your interaction with your coachee. And I believe that’s exactly the reason for its success. In the end, everybody can become a coach. It’s a skill that requires only time and effort to develop.

    The GROW coaching model

    There are dozens of coaching methods out there, some better than others. The good ones will help you as a coach to facilitate learning rather than to direct it.

    GROW – originally conceived by Graham Alexander and further perfected by John – is probably the best-known and appreciated coaching technique in the world.

    • G for Goal setting: define the short- and long-term goals
    • R for Reality: explore the current situation
    • O for Options: identify and evaluate different action strategies
    • W for Will: what will you do by when?

    Unlike other techniques, it is much more than a toolbox linked to an acronym. It’s an approach, a philosophy which helps you create the right context to help individuals transform their potential into peak performance. And I believe that’s exactly the reason for its success.

    I have written two long guides about coaching (1) the GROW Coaching Model, covering the definition, tips and 56 example questions you can use to boost your coaching efforts and (2) Performance Coaching, including 30 tips from Sir John Whitmore.

  • نقل قول هایی درباره اجرای استراتژی

    Strategy execution quotes - However beautiful the strategy, you should occasionally look at the results - Sir Winston Churchill

    Here are my favorite strategy execution quotes to spice up your next presentation:

    “However beautiful the strategy, you should occasionally look at the results”
    – Sir Winston Churchill

    “Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage. It’s a discipline of its own”
    —Ram Charan and Larry Bossidy, Execution

    “Strategy Execution is the responsibility that makes or breaks executives”
    —Alan Branche and Sam Bodley-Scott, Implementation

    “Persistence is what makes the impossible possible, the possible likely, and the likely definite”
    —Robert Half

    “There is nothing so useless as doing efficiently that which should not be done at all”
    —Peter Drucker

    “Building a visionary company requires one percent vision and 99 percent alignment”
    —Jim Collins and Jerry Porras, Built to Last

    “The best time to make up your mind about people is never”
    —Katharine Hepburn in The Philadelphia Story

    “Any intelligent fool can make things bigger and more complex. It takes a touch of genius – and a lot of courage – to move in the opposite direction”
    —Albert Einstein

    “The ability to simplify means to eliminate the unnecessary so that the necessary may speak”
    —Hans Hoffmann,  Introduction to the Bootstrap

    “Simplicity is the ultimate sophistication”
    —Leonardo Da Vinci

    “You can have anything you want – you just can’t have everything you want”
    —Anonymous

    “Plans are only good intentions unless they immediately degenerate into hard work”
    —Peter Drucker

    “Initiative prioritization doesn’t mean distributing all available resources to all known projects”
    —Volker Voigt

    “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage”
    —Jack Welch

  •  

    12 insights from 100 goal-setting studies with 40,000 individuals

    Did you know that the goal-setting theory is one of the most scientifically valid and useful theories in organisational science?

    The positive results of setting objectives within the world of work are widely supported by substantial research – more than 100 scientific studies involving 40,000 participants from different industries. And these figures don’t even include any goal-setting research that took place in the world of sport.

    The research revealed some fascinating results:

    1. Working with goals generally increases performance versus not working with goals.
    2. Goals directly affect performance by steering what people pay attention to and how long and hard they work:
      • Goals direct our attention and effort towards goal-relevant activities and away from goal-irrelevant activities.
      • Goals have an energizing function and make us work harder.
      • Goals make us more persistent. This results in us working more thoroughly.
    3. Goals indirectly affect performance by motivating people to discover and utilize task strategies which will facilitate goal achievement:
    4. People will automatically draw on a repertoire of skills they have previously used in a related context and apply them to crack the current challenge.
    5. People will engage in deliberate planning to develop strategies that will enable them to attain their goals.
    6. Difficult goals, when accepted, result in a higher level of performance than those of easy goals.
    7. Specific goals work better than non-specific goals. That is, people perform better with clear stated goals rather than other types such as ‘do your best’ or ‘work hard’.
    8. If people face a task they find very complex, use learning goals instead of performance goals to improve overall performance. Why? Because performance goals can make people so anxious that they fail to systematically look for solution strategies and learn what is effective.
    9. The stronger the goal commitment, the higher the likelihood of success. Goal commitment increases when the goal is considered important and achievable.
    10. People with a high self-efficacy – a task-specific self-confidence – are more committed to assigned goals, find and use better task strategies to attain them, and respond more positively to negative feedback than do people with low self-efficacy.
    11. Self-confidence can be improved by providing adequate training, by role modelling and by using persuasive communication.
    12. Regular feedback on their goal progression improves people’s performance.
    13. Incentives shouldn’t discourage risk taking, such as striving for near impossible goals.
    14. Goal setting doesn’t work when the reward mechanism is inappropriate.

    Six secret success factors for best-in-class goal setting

    Setting challenging and motivational goals is one of the best ways of improving performance – yours, your team’s or even that of the entire organisation. Let the goal-setting theory be your starting point. And once you’ve covered the basics, you can take your goal setting to the next level by applying the following six success factors:

    Goal setting rule #1: Don’t break the strategy chain
    Setting individual objectives isn’t an isolated exercise. In fact, it’s the final step in a series of events, all aimed at dividing the strategy into smaller parts. The sum of your individual objectives is your strategic action plan at the minutest level of detail.

    In order to make it all add up, the relationship with the next level up is crucial. Without it, the organisational value is completely lost and could result in great sounding objectives which don’t support your company strategy.

    Here are some practical tips:

    • Make sure you understand the overall strategy. If you don’t, you won’t be able to explain it. If things are not clear, it’s your responsibility to take action. Don’t blame your boss or someone else for not understanding the strategy.
    • Make sure you have a good understanding of the objectives defined on the organisational level above you. These will serve as your framework.
    • Spend time communicating the strategy to your team. It will help them to understand the relationship of their objectives to the overall strategy and the importance of their contribution. It will also increase their commitment towards their own goals.
    • Visualize the link between lower- and higher-level objectives. Use a simple spreadsheet to connect the individual objectives with the higher-level goals.
    • Take ongoing responsibility to align objectives across hierarchical levels. Take ownership to connect lower-level goals with yours and make certain yours fit with the next level up. Don’t expect others to do it for you.

    Goal setting rule #2: Make sure it all adds up
    Imagine you are the manager of an IT department comprised of 30 people, of whom eight are project managers, 19 project members and three support staff. You discover, via an internal audit, that only 73 percent of your projects deliver results on time and within budget. The main reason: poor project management.

    You ask HR to find a good project management skills course and, being a good performance management scholar, give all eight project managers the following SMART objective: to take a two-day project management course in the following three months.
    How great are your chances of attaining a better score on your next project delivery audit?

    Pretty low, wouldn’t you say? And that’s not because the objective itself is wrong but because other objectives are missing to complement this one. In other words, the lower-level objective of sending your eight project managers on a two-day course, won’t be enough to achieve your overall goal of improving the project delivery on time and on budget.

    Always ask yourself the following question: ‘Would I bet my own money on this combination of goals to reach the one above?’. If the answer is no, you still have some work to do.

    Here are two actions you might want to consider:

    1. What other goals can you add to increase the likelihood of success? Make a list. Rank all actions, starting with the one you think has the most impact on the realization of your overall goal.
    2. Try to reformulate the existing objectives.

    So to sum up, evaluate not only if an individual objective contributes to the overall goal, but also question if the contribution is large enough. If not, take action.

    Goal setting rule #3: Don’t be too SMART
    What does the ‘T’ stand for in SMART? Is it ‘Time-based’ or was it…?

    When I talk to managers, I often feel that goal setting has been downgraded to a ‘using the SMART technique’ drill. The essence has been lost. The acronym is well-known but few understand the real dynamics of goal setting and the added value for the successful implementation of a strategy.

    Most managers are clueless and thousands of company money is spent on training to reinforce this ignorance. So does this mean that the SMART model is ineffective in today’s working world? Not at all. It still has its advantages – it’s recognized by most managers and is a great aide memoire for goal setting. Just be careful it doesn’t become a goal in itself.

    Goal setting rule #4: Don’t assume too quickly that someone is motivated
    As you know, commitment is crucial to the success of individual objective setting. No commitment means no performance, whatever else you try. So while most managers focus only on the objectives, you want to focus on the objectives and the other person in the room, obtaining that crucial commitment.

    But be careful. Peter Senge, author of the best-seller The Fifth Discipline, believes that “Ninety percent of the time, what passes for commitment is compliance”. In other words, you might think you have that very important goal commitment in the bag, but in reality, you don’t. You only have something that resembled the real thing.

    Goal setting rule #5: Focus on getting the leadership objectives right

    Most people find it difficult to define high-quality leadership objectives. In fact, almost all managers I know find it much easier to define ‘hard’ business objectives than ‘soft’ ones. But instead of putting in the extra effort required to get them right, they take the easy way out and end up with leadership objectives such as ‘go to leadership training’, ‘organise more communication sessions’ or ‘work on your management skills’.

    So what’s the magic trick to define those leadership objectives?

    Here are just a few that will help you get the job done:

    1. Think and talk behavior. Describe and discuss suitable behavior – and equally or even more importantly, what doesn’t fit.
    2. Compare behavior. Do you know somebody who has the right leadership behavior? Use them as an example in your discussion.
    3. Keep it simple. Competency dictionaries and leadership models often provided are way too detailed and won’t serve your purpose.
    4. Don’t try too hard! Don’t overdo the measuring part. People with SMART training under their belts have been taught to make every objective measurable. But participants need a discussion and feedback, not a mathematical formula.

    Two final comments:
    Most people are interested in self-development and time and effort invested in helping them define high-quality leadership objectives increases motivation. Discussing leadership objectives will take the working relationship to another level and often opens the door for performance coaching.

    Goal setting rule #6: Don’t let a template ruin an important exercise
    Ideally you shouldn’t need to worry about templates. But since the world isn’t ideal, you might be faced with a highly complex and user-unfriendly objective-setting document.

    But don’t let a poor-quality document affect your professionalism. Don’t allow your meeting to disintegrate into a ‘we have to fill in this template for corporate reasons’ exercise. This won’t do justice to either you or your colleagues.

    Keep the quality standards as high as possible. Start with a blank sheet of paper if it helps. You can always transfer the results of your meeting onto the template later.

    And don’t forget to tell those in charge that the document isn’t fit for the job. If they are smart, they will get to work.

  • چرخه مدیریت عملکرد فردی چابک

    Individual performance management cycle goes agile

    Individual performance management is a mature process in most organizations, especially bigger ones. The downside is that the process very often becomes incredibly structured and overly complex.

    With a focus on cost reduction and adaptability, we have identified seven trends and estimate they will pick up in the following years:

    From yearly to quarterly reviews: In a business world where things change at lightning speed, the objective setting needs to follow the business. If the overall business objectives change, individual objectives need to change as well. If not, the exercise becomes obsolete. But as most of the current objective-setting processes are too heavy, they aren’t adapted to the new needs. We see a clear trend of more and more companies making the process lighter, but increasing the frequency of reviews from once a year to a quarterly process.

    Cry for simplicity becomes harder: The individual performance management process has become too heavy in many organisations, a complexity that managers are highlighting. It’s time for organisations to answer the question: “What is really needed, what’s at the core and what would be nice to have” and act upon it.

    Importance and quality of the learning objectives increases: The learning objectives are the individual objectives related to the skills and competences that the individual needs to develop in order to increase the success rate of business objectives. They are tailored to each individual and always related to the business objectives. Most people find the setting of development objectives much more difficult than that of business objectives. But we are slowly seeing some improvement.

    The added value of performance coaching is increasingly being recognized: The manager as the coach is a leadership style that is slowly becoming the predominant model. The role of the hierarchy continues to be important in some parts of the world, but at least during the performance discussions coaching is becoming ever more common.

    Related skills development changes quite fast: Teaching people how to set, monitor and evaluate high-quality individual objectives is also changing. The typical classroom training where you put people in a room for one or two days and drill people to make objectives SMART is from the past. Best-in-class companies go for high energy, short sessions that tackle the core of individual objective setting. The use of learning instruments like video and other e-learning tools is also becoming very popular.

    More emphasis on the link with the overall strategy: Individual objective setting is not an individual exercise that you undertake to satisfy HR. Fortunately, more and more companies are realising this and spending time and energy to improve the link between the individual and overall strategy. This ranges from a formal presentation or video from the CEO explaining the overall direction and requesting what role you can play to exercises where people have to link their own goals to the level above.

    Measure the quality of the objective-setting cycle differently: “Does everyone have individual objectives?” has been the quality norm that quite a few organisations have been using for years. “Yes, 98 percent of our employees have individual objectives” was the victory shout. But having objectives is not the same as having employees working at peak performance. Luckily, more and more leaders realise this and are changing the way that they measure the quality of the individual objective-setting process.

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