In a world of rapid and unpredictable change, the problem with strategic planning is that if you follow your plan through to the end, you will get exactly what you used to want.
What you need is a framework for planning and implementing a strategy that is agile enough to adapt to a dynamic environment but focused enough to deliver. That framework is the Dynamic Balanced Scorecard.
The original Balanced Scorecard system has proven the most popular, successful and enduring framework for strategy execution over the last 25 years. Comprising a Strategy Map and a scorecard of KPIs, targets and initiatives, the framework helped organizations distil a strategy into actionable components and measure progress towards a strategic vision, while also implementing and monitoring the actions that drove change.
However, for all its success, the Balanced Scorecard system now needs to evolve for the digital age. Until now, building the system, rolling it out enterprise-wide and adapting it to external changes has been a lengthy process. While the fundamental principles of the system are still sound and relevant, it needs to become nimbler and more responsive.
The book provides a step-by-step guide to agile strategy management: from formulation to implementation to learning and adapting. For each of the steps, the book explains how Dynamic Balanced Scorecards, fit for the digital age, are built and deployed.
David Wiraeus is a founding Partner at Stratecute Group, a management consultancy headquartered in Stockholm, Sweden. With over 13 years of experience in the fields of strategy execution and performance management, he has assisted hundreds of clients in a broad range of industries and organizations. Previously he was an associated Partner at Palladium Group and Balanced Scorecard Collaborative. James Creelman is the founder of Creelman Strategy Alliance and an advisor, trainer and researcher in strategy management and related fields. He is the author of 24 books, most recently Doing More with Less: measuring, analyzing and improving performance in the not-for-profit and government sectors (Palgrave Macmillan, 2014) with Bernard Marr and with a foreword by Dr. David Norton, and Risk-Based Performance Management: integrating strategy and risk management (Palgrave MacMillan, 2013) with Andrew Smart.
1 Digital Era Strategy Management: From planning to dynamic decision making 2 From Industrial to Digital-Era-based Strategies 3 Agile Strategy Setting 4 Strategy Mapping in Disruptive Times 5 How to Build an Agile and Adaptive Balanced Scorecard 6 Driving Rapid Enterprise Alignment 7 Aligning the Financial and Operational Drivers of Strategic Success 8 Developing Strategy-aligned Project Management Capabilities 9 Unleashing the Power of Analytics for Strategic Learning and Adapting 10 How to Ensure a Strategy-Aligned Leadership 11 How to Ensure a Strategy-Aligned Culture 12 Ensuring Employee Sense of Purpose in the Digital Era 13 Further Developments, Driving Sustainable Value through Collaborative Strategy Maps and Scorecards14 Conclusion and 25 Key Strategic Questions