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Resource Management Warning Flag 3 – Marginalizing Employee Contributions

StrategyDriven Resource Management Warning Flag ArticleAll employees need to feel their work contributes to and is valued by the organization. While leaders may express appreciation for an individual or group’s work effort, resource management programs sometimes unintentionally marginalize employee contributions. Doing so causes employee dissatisfaction, burnout, and unwanted attrition. Resource management and strategic planning programs must therefore be carefully constructed so as to not unintentionally marginalize employee effort.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Use a Multidiscipline Team to Develop the Performance Measurement System

StrategyDriven Organizational Performance Measures Best Practice ArticleOrganizational performance measurement systems are complex structures cascading vertically from the executive suite to the shop floor and stretching horizontally though many different functional workgroups. Consequently, the design of a performance measurement system takes on a high degree of complexity because of the numerous interrelationships between various organizational levels and workgroups and the cross-functional sharing of common metrics. Thus, it is important to employ a multidiscipline team to design the measurement system, one that includes representatives from all levels of the organization as well as each functional area.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Broad Communication

StrategyDriven Organizational Performance Measures ArticleA performance metrics system is, in part, a communications mechanism conveying the organization’s performance against stated goals and in doing so reinforces leadership’s commitment to stated behaviors and results. To effectively achieve these objectives, performance measurement system communications must reach their intended audience. Too often, the organization’s metrics remain largely unobserved; residing on desktop computer dashboards or in binders tucked away in filing cabinets. Broad, direct, routine communication of performance measurement system’s output to those affecting the results is therefore necessary to achieve the reinforcement desired.


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About the Author

Nathan Ives, StrategyDriven Principal 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.

Recommended Resources – I Have A Strategy, No You Don’t

StrategyDriven Recommended ResourcesI Have a Strategy, No You Don’t: The Illustrated Guide to Strategy
by Howell J Malham Jr

About the Book

I Have a Strategy, No You Don’t: The Illustrated Guide to Strategy by Howell J Malham Jr provides an illustrated definition of business strategy. Howell breaks down the concept of strategy into its component parts and illustrates these with real-world examples from renowned companies.

Unlike other business books, I Have a Strategy, No You Don’t is structured as a playfully interactive dialog between two characters, Larry and Gary. Through these characters’ conversations, Howell shares:

  • Common misconceptions about strategy
  • Four basic elements of strategy
  • Detailed models of effective strategies and why they work

Benefits of Reading this Book

Business leaders at all organizational levels commonly misuse the term ‘strategy.’ This misuse frequently results in miscommunications that ultimately lead to errant decisions and actions detrimental to the organization.

StrategyDriven Contributors like I Have a Strategy, No You Don’t because it brings to light the seldom recognized but often damaging problem of leadership’s misunderstanding of what business strategy is and provides a clear definition to help resolve the issue. While StrategyDriven Contributors don’t fully agree with Howell’s definition of strategy – we believe strategy represents a how not a what – we fully agree with the premise that an organization should define for itself what strategy is and then consistently apply that definition in its planning and execution efforts.

I Have a Strategy, No You Don’t is a quick and easy read. Howell’s examples of effective strategies come from well-known and respected companies making them relatable to the reader. For bringing to light and offering a solution to an age-old business planning and execution problem, I Have a Strategy, No You Don’t is a StrategyDriven recommended read.

Achieving Organizational Alignment within Healthcare Organizations

StrategyDriven Organizational Alignment WhitepaperCo-authors Nathan Ives, StrategyDriven Principal and Scot Park, Artower Principal, released a new white paper on organizational alignment and performance improvement for the healthcare industry. The paper describes how best practices in measuring organizational performance in the nuclear power industry can be applied to healthcare providers facing the daunting challenge of concurrently increasing production, efficiency, and quality – all while reducing operating costs. The Value-Based Performance Improvement Model© is an affordable approach that healthcare providers can use to develop a Lean Six Sigma style performance measurement system.

StrategyDriven recently formalized an alliance with Artower Advisory Services to deliver Value-Based Performance Improvement services to healthcare providers and are looking forward to helping these organizations realize the critically important economic benefits created through the use of this new performance improvement model.

Download a copy of Aligning Healthcare Organizations: Lessons in improved Quality and Efficiency from the Nuclear Power Industry by clicking here.


About the Authors

Nathan Ives, StrategyDriven Principal 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.

Scot Park is a Principal and co-founder of Artower Advisory Services. He has spent the past two decades serving the Healthcare Industry with a focused on Aging Services, Senior Housing and Post-Acute/Long-Term Care. Scot holds a BA in Economics with concentrated studies in Public Administration from John Carroll University. To read Scot’s complete biography, click here.