StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Nathan Ives is a StrategyDriven Principal, and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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Decision-making often involves trade-offs. Risk aversion suggests that all things being equal, decision-makers will select the option having the lowest risk. But because all things are never quite equal, decision-makers concede items they deem to be of lesser value to items they believe hold greater value with risk being one of the commodities considered.
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Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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Organizational accountability exists when all members of the workforce individually and collectively act to consequentially promote the timely accomplishment of the organization’s mission.
StrategyDriven Contributors
Building an accountable organization can be a long and arduous task; renovating an entitlement organization even more difficult. During this construction project, many able builders will be lost, the victims of a harsh environment that naturally exists between the competent who seek the rightfully earned rewards of performance-based accountability and the low performers struggling to hold on to their positions of power and the accompanying easy life organizational indifference and years of clock-punching bestowed upon them.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
https://www.strategydriven.com/wp-content/uploads/PillarsCompressed425x282.jpg282425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2007-12-27 09:16:072019-02-02 20:32:04Organizational Accountability – Pillars of Accountability
StrategyDriven contributors are pleased to introduce the organizational performance measures whitepaper: Construction. This whitepaper focuses on the process of building selected performance measures in a manner that allows vertical cascading and horizontal sharing while also supporting organizational decision-making. Organizational Performance Measures – Construction is the capstone of the Organizational Performance Measures Whitepaper Series; presenting a method for developing organizational performance measures based on the principles presented the previously introduced organizational performance measures whitepapers: Alignment, Types, and Selection.
Constructing organizational performance measures addresses the practical side of building vertically cascaded and horizontally shared measures based on the principles discussed in earlier whitepapers. Because performance measures facilitate decision-making within an organization, their construction is highly influenced by the needs of executives and managers in making decisions regarding the parameters being reflected by the measures. Therefore, the methods described in Organizational Performance Measures – Construction focus on enhancing performance measure interpretation to speed condition recognition and promote appropriate, proactive response.
StrategyDriven whitepapers are available to Registered Members and registration is FREE! If you have not already done so, please click here to register and join the conversation.
Today’s rapidly changing business environment presents a daunting challenge to executives and managers. Gone are the days when a company’s competitive advantage could be leveraged to bring it untold riches year after year. Technology and the phenomenon of the flattening world have created a new market environment in which a company innovates one day only to see its unique creations commoditized the next.
To remain competitive in this new, flatter world, organization leaders must remain focused on the future. While crystal balls do not exist, corporate leaders must serve as the ultimate futurists; anticipating changes in both market demands as well as the availability of human, technological, and material resources. Strategic planning should incorporate these predictions while allowing for flexibility and adjustments to be made during tactical execution.
Additional information
Strategic Planning Warning Flag 2 – Near-Term Focus, highlights the process and behavioral signs of an organization that lacks a future focus. This article serves as a resource to those assessing their organization’s ability to maintain a future focus, thereby, enabling it to more easily adapt and excel in the ever increasingly competitive marketplace.
About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-12-20 18:28:222016-05-13 19:56:31Strategic Planning Best Practice 10 – Future Focus
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StrategyDriven Podcast Episode 4 – Prioritize the Mission, part 2 of 2
/in Strategic Planning, StrategyDriven Podcast/by Nathan IvesStrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Episode 4 – Prioritize the Mission, part 2 of 2 elaborates on Strategic Planning Best Practice 2 – Prioritize the Mission. This discussion concludes the Prioritize the Mission series by examining in detail the quantitative and qualitative methods to differentiate important mission-based goals.
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About the Contributor
Decision-Making – Evaluating Decision Options, part 1 of 3
/in Decision-Making, Premium/by Nathan IvesDecision-making often involves trade-offs. Risk aversion suggests that all things being equal, decision-makers will select the option having the lowest risk. But because all things are never quite equal, decision-makers concede items they deem to be of lesser value to items they believe hold greater value with risk being one of the commodities considered.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Not sure? Click here to learn more.
Don’t need a subscription? Buy access to Decision-Making – Evaluating Decision Options, part 1 of 3 for just $2!
About the Author
Organizational Accountability – Pillars of Accountability
/in Organizational Accountability, Premium/by Nathan IvesStrategyDriven Contributors
Building an accountable organization can be a long and arduous task; renovating an entitlement organization even more difficult. During this construction project, many able builders will be lost, the victims of a harsh environment that naturally exists between the competent who seek the rightfully earned rewards of performance-based accountability and the low performers struggling to hold on to their positions of power and the accompanying easy life organizational indifference and years of clock-punching bestowed upon them.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Not sure? Click here to learn more.
Don’t need a subscription? Buy access to Organizational Accountability – Pillars of Accountability for just $2!
About the Author
Organizational Performance Measures Whitepaper Introduction – Construction
/in Announcements, Organizational Performance Measures/by Nathan IvesConstructing organizational performance measures addresses the practical side of building vertically cascaded and horizontally shared measures based on the principles discussed in earlier whitepapers. Because performance measures facilitate decision-making within an organization, their construction is highly influenced by the needs of executives and managers in making decisions regarding the parameters being reflected by the measures. Therefore, the methods described in Organizational Performance Measures – Construction focus on enhancing performance measure interpretation to speed condition recognition and promote appropriate, proactive response.
StrategyDriven whitepapers are available to Registered Members and registration is FREE! If you have not already done so, please click here to register and join the conversation.
Strategic Planning Best Practice 10 – Future Focus
/in Strategic Planning/by Nathan IvesToday’s rapidly changing business environment presents a daunting challenge to executives and managers. Gone are the days when a company’s competitive advantage could be leveraged to bring it untold riches year after year. Technology and the phenomenon of the flattening world have created a new market environment in which a company innovates one day only to see its unique creations commoditized the next.
To remain competitive in this new, flatter world, organization leaders must remain focused on the future. While crystal balls do not exist, corporate leaders must serve as the ultimate futurists; anticipating changes in both market demands as well as the availability of human, technological, and material resources. Strategic planning should incorporate these predictions while allowing for flexibility and adjustments to be made during tactical execution.
Additional information
Strategic Planning Warning Flag 2 – Near-Term Focus, highlights the process and behavioral signs of an organization that lacks a future focus. This article serves as a resource to those assessing their organization’s ability to maintain a future focus, thereby, enabling it to more easily adapt and excel in the ever increasingly competitive marketplace.
About the Author