Organizations that successfully execute mediocre strategies consistently outperform those with brilliant, yet not well-deployed strategic plans. And yet, organizations continue to focus far more effort and dollars on creating a strategy than on implementing and managing it.
      Why? Because many executives simply don’t know how to create the links between their complex high-level strategy and the day-to-day operations, the activities of people, and the processes they manage. But there are proven ways to do just that.

CD-ROM Includes:
GENERAL SESSIONS

• Kickoff: Will You Accelerate Results?
        Key Topics: What does this concept of Enterprise Strategy Execution really mean? What can be achieved? What are the steps involved and how do you get your organization on track?
• Gaining Buy-In Where You Need It
        Key Topics: Strategy Execution requires some significant changes for your organization. How do you get the buy-in you’ll need to drive these changes? What does that buy-in really look like? Hear perspectives on what works from a former Senior Executive at JP Morgan/Chase Bank.
• Managing the Change through Communications Planning
        Key Topics: How do you incorporate a change management plan and communications to ensure the successful execution (both short- and long-term) of your Balanced Scorecard framework?

• Introduction to the Balanced Scorecard
        Defining the parts, terminology, and structure of effective Balanced Scorecards, as well as some rules of thumb and pitfalls to help you.
• Building a Top-level Balanced Scorecard Aligned to Strategy
        How to pull the critical outputs from your Strategic Planning process to first build a representative Strategy Map and then a top-level Balanced Scorecard.
• Effectively Cascading Balanced Scorecards
        Creating linked lower level Scorecards to drive strategy deeper into your organization. Covers techniques for cascading Objectives, best practices, and hands-on exercises.
• Aligning Scorecard Measures and Setting Targets
        After cascading Objectives, the next step is to identify the right Measures to track progress. Session covers various techniques to find the right measures, plus exercises to apply the techniques. Also covers ways to set appropriate targets.
• Initiative Prioritization and Alignment
        Initiatives (a.k.a. Action Plans or Improvement Projects) are critical to closing performance gaps identified on Balanced Scorecards. But how do you focus your organization on the right ones, given that people and funding are always constrained? Also covers ways to manage individual Initiatives more effectively.
• Conducting Scorecard Business Reviews
        Learn the techniques that help organizations move from the typical superficial reviews to constructive Scorecard-based reviews that help identify root causes of performance problems. Features role-play based exercises and group discussions.

• Ensuring Alignment between Strategy and Top-Level Scorecards
        A refresher on how to ensure your existing Strategy Map and top-level Balanced Scorecard are well aligned to your Strategic Plan and Vision.
• Effectively Cascading Balanced Scorecards
        Creating linked lower level Scorecards to drive strategy deeper into your organization. Covers techniques for cascading Objectives, best practices, and hands-on exercises.
• Focusing on the Right Measures and Targets
        Most organizations have far too many Measures on their Balanced Scorecards. How do you you’re your organization focus on the right ones? Session covers techniques to identify the most effective, strategic Measures. Also covers various ways to establish targets (and when to use which).
• Initiative Prioritization and Alignment
        Initiatives (a.k.a. Action Plans or Improvement Projects) are key to closing performance gaps identified on Balanced Scorecards. But how do you focus your organization on the right ones, given that people and funding are always constrained?
• Conducting Scorecard Business Reviews
        Learn the techniques that help organizations move from the typical superficial reviews to constructive Scorecard-based reviews that help identify root causes of performance problems. Features role-play based exercises and group discussions.
• Improvement Techniques
        Overview of statistics-based problem solving, Rapid Process Improvement, and benchmarking techniques, plus when to use each.

This program will be led by ActiveStrategy Senior Consultants, sought-after experts in strategy execution.
      Jack Steele, Co-founder and CEO Jack Steele has worked with and consulted for some of the world's largest corporations, helping them achieve two Baldrige Awards, two Baldrige site visits, one Deming Award, and countless dramatic performance improvements. Early in his career, Jack was a key contributor to the quality management effort at Florida Power & Light (FPL) which was the first company outside of Japan to win the Deming Prize. Since then, Jack has applied his wealth of knowledge in the areas of PerformanceExcellence, Strategy Deployment, Balanced Scorecards, and Performance Improvement to help clients including AT&T, Children's Hospital of Orange County, Kaiser Permanente, Merrill Lynch, and many others.
      Michael Brazukas As a co-founder of ActiveStrategy, Michael Brazukas has been instrumental in developing and marketing the company and products from inception. Michael now leads the Client Services group, where he ensures the success of client projects by guiding them through the steps of the “Strategy Execution Journey” toward maximum business results. Previously, Michael was the Director of Marketing for CorNet International, where he was an instrumental driver of Enterprise Strategy Execution.
      Steve Iovino Before joining ActiveStrategy, Steve Iovino had an extremely successful thirty-year career as an executive with Chase Manhattan/JP MorganChase Bank. Steve became an advocate and practitioner of Strategy Execution while he was the SVP of their Global Trust business. Using these techniques, he helped pilot a complete performance turnaround in less than three years with the development of, and subsequent successful execution of, a newly created strategy.
      Kathleen Penley Kathleen is a senior Baldrige Examiner with 20 years of Strategy Execution experience, which spans many countries and industries including utilities, governmental agencies, financial services, telecommunications, manufacturing, and health care. She has facilitated the development of strategic and operating plans, developed Balanced Scorecard frameworks, and has deployed strategy-driven measurement systems that link organizations vertically and horizontally. Kathleen has also served as EVP of a savings and loan and as Corporate Quality Manager at Fireman's Fund Insurance Companies.