Webcast description

Once we’ve completed our strategic plan or taken a major strategic decision regarding the future of our organization, how do we make sure that the change is implemented? Many organizations prepare 100–page documents, spend thousands hiring consultants to facilitate retreats and to write those plans, yet these heavy documents merely become "shelf-ware"; that is, documents gathering dust on the shelf. Their impact is negligible. Things continue as before.

The objective of a strategic map is literally like any other map. It maps out how we will get from point A (where we are today) to point B (where we have decided we want to be tomorrow).

The objective of a "balanced" scorecard or "dashboard" is just like the Key Performance Indicators (KPIs) on the dashboard of your car. They are selected as being the most important ones that will tell you whether your car is going to get you from Point A to Point B. In automobiles, we measure the amount of gas we have in the tank, the oil pressure, the engine temperature, and a few others. What do we need to measure to make sure our organization will get us from Point A to Point B? It should be a maximum of 15–20 indicators extracted from the mass of data we have available in our organization. They should be in our organization’s strategic scorecard.

• develop a motivational vision for your organization
• prepare a strategic map  and balanced performance dashboard
• understand why many organizations are using the wrong indicators
• build accountability into any strategic decisions and plans you take

Presentation outline  

• Strategic Intents
• Strategic Maps
• Balanced Scorecards
• DR. GRAC: Desired Results, Guidelines, Resources, Accountability, and Consequences

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Mark Hollingworth is the president of 5i Strategic Affairs and is an expert in strategic leadership. He has worked as a management consultant, workshop leader and facilitator, educator, and ontological coach to the profit and not-for-profit sectors in Montreal, Canada, for more than 25 years.

Mark’s mission is to help “people, companies, and society to prepare for the future.” He acts as a process leader, guide, trusted supporter, and devil’s advocate to ensure that individuals and organizations take the best decisions possible — and that those decisions result in concrete action and change.

In the past five years, he has worked with companies such as Cogeco, Hydro-Quebec, Imperial Tobacco, Kruger Inc, Metso Minerals, RioTintoAlcan, RSM Richter Chamberland and Standard Life, and has worked abroad with individuals and organizations in Abu Dhabi, Bhutan, Costa Rica, Ghana, Guatemala, Nigeria, Spain, the United States, Vietnam, etc.

Mark is a workshop leader in the International Executive Institute at the Desautels Faculty of Management at McGill University. He is the author of the book Growing People, Growing Companies: Achieving Individual and Organizational Success in the Knowledge Economy (2003) and, since then, has also had several articles published in the Ivey Business Journal (these being available for free download at iveybusinessjournal.com).