Seminar: Creating the Strategy-Focused Organization

Seminar leader: Andy Klein | July 3–4, 2006

In today’s business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes—top-down, financially driven and tactical—that were designed to run yesterday’s organizations.

Using a revolutionary performance management toll called the Balanced Scorecard, we will introduce a new approach that makes strategy a continuous process owned not just by top management but by everyone. Drawing from case studies in the financial services industry, we will learn how to create an entirely new performance-management framework that puts strategy at the center of key management processes and systems.

Agenda:

• Organizational goals and strategies
• Short-term and long-term goals
• Four perspectives on business strategy
• Financial perspective: How should we appear to our shareholders?
• Customer perspective: How should we appear to our customers?
• Internal-business-process perspective: What business processes must we excel at?
• Learning and growth perspective: How will we sustain our ability to change and improve?
• Introduction to organizational culture
• Diagnosing culture: The Organizational Culture Inventory
• Case Analysis: Wells Fargo Online Financial Services (HBS)
• Managing organizational change
• Major phases of organizational change
• Forces driving change
• The 8-stage process of leading strategic change
• Diagnosing change: The Organizational Change Challenge
• Case Analysis: Building a Strategy-Based Culture at Bank of Tokyo-Mitsubishi