In the last few posts we have been looking at frameworks for understanding and aligning with expectations of the firm’s key stakeholders: investors, customers and employees. If we were to recast the balanced scorecard to be truly balanced from the perspective of the stakeholder, what might it look like? In the last few posts we […]
Thus far we have looked at frameworks that can help a firm understand meet expectations of two key stakeholders: investors and customers. That leaves one other key stakeholder, the employee. In this post we explore the process of understanding and meeting employee expectations. Economic Value Added (EVA) and Customer Value Added (CVA) are frameworks that […]
In the last post we concluded that the Economic Value Added (EVA) framework can be used to establish and meet expectations of the investor stakeholder within the broader Business Performance Management (BPM) framework. In this post we look at Customer Value Added (CVA), a framework that can be used to establish and meet expectations of […]
In the last couple of posts we compared the Business Performance Management (BPM) and Economic Value Added (EVA) frameworks with the Balanced Scorecard (BSc). There is no shortage of frameworks for improving organisational performance, so it might useful to see how they relate to each other. In this post we’ll consider the relationship between EVA […]
In the last post we looked at the Business Performance Management (BPM) framework and compared it to the Balanced Scorecard. Continuing to use the Balanced Scorecard as a reference, in this post we explore another framework, Economic Value Added (EVA). Though frameworks can help us structure our thinking, it is important that we select one […]
This post compares two frameworks: the Business Performance Management (BPM) framework and the Balanced Scorecard, identifying a number of commonalities and some differences between them. One of the benefits of using a framework for structuring our thinking is that this can help identify aspects we may have missed. The Business Performance Management framework is a […]
Recent posts have described a number of frameworks: for our motivations for action, the perspectives we take when considering a problem, organisational alignment and learning. This post looks at the value of using frameworks for thinking, particularly when we want to bring about organisational change in sustainable way. In the last post we explored two […]
We know that organisations are complex adaptive systems, which means outcomes are emergent, i.e. inherently unpredictable. We may do something with a certain expectation, but what actually happens can be very different. This post looks at a couple of things we can do to manage this risk. In the last few posts I described a […]
In the previous post we looked at an exploration of the relationship between strategic alignment and employee engagement. Findings are in line with expectations that better alignment is associated with a higher level of employee engagement. But is it possible that better alignment is not just associated with, but actually results in, higher engagement? Last […]
The observations from the research were consistent with our hypothesised positive relationship between strategic alignment and employee engagement, but also led to some interesting insights. Last week we explored the possibility of a relationship between strategic alignment and employee engagement and concluded that if there was a relationship, then we could benefit from this knowledge […]