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Identifying and Managing Resource Impacts to your NPD Portfolio
Are you still struggling with getting your products to market on time? Are managing your resources and your costs part of the problem?
In just 30 minutes, we’ll show you step-by-step examples of how our Artemis A7 solution for New Product Development provides resource planning tools and methods for designing an achievable portfolio.
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Getting Down to It
Avoiding the Pitfalls in Balanced Scorecard Implementation and Execution
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Having been convinced of the benefits that the Balanced Scorecard can bring to your business, you’re ready to implement the system and watch as the company evolves and improves. Or are you?
As beneficial as it can be, the implementation and execution of the Balanced Scorecard can be painful and frustrating if you don’t take care to avoid some common pitfalls and traps:
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1. Too Many Measures Spoil the Soup
Measures are a necessary and important part of any Balanced Scorecard implementation and we certainly can’t do without them. Yet we often get carried away in trying to quantify the progress of your Strategic Initiatives that we end up setting so many measures that do not bring about actions that benefit or achieve the Strategic Objectives. Remember, it’s not the number of measures that counts; it’s the relevance of the measures to the Strategy.
2. Don’t Just Put the System in Place; Use It
Implementation of the Balanced Scorecard often begins in excitement, anticipation and enthusiasm. But as time goes by, there is a tendency to be distracted by the day to day operations of the organization and you slowly slip back into doing things the same way that you did before implementing the Balanced Scorecard. Leadership and discipline is necessary. The Balanced Scorecard is a framework; it can only bring results when you make active use of it.
3. Everyone Can Play Their Part
With Strategy being formulated right at the top, it’s easy for front-line employees to be confused or even ignorant of what the organization hopes to achieve. Here’s where cascading of scorecards becomes important. In order to contribute to the achievement of the Strategy, every individual in the organization needs to be clear on what they can do in their job capacity to bring about this result. Scorecards need to be cascaded from top to bottom to maintain meaningful alignment.
Find out more about how our Balanced Scorecard Solutions can improve the strategic alignment of your business!
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Opinion: Detecting Disaster Projects
Opinion by Paul Glen, Computerworld
"If you've been in this industry for any length of time, you've probably been caught up in some sort of project disaster. They happen to the best of us, and they cause financial suffering for our companies and personal pain for all involved."
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The Best Best Practices:
CIO Research reveals the basic building blocks of IT as a business.
by Richard Pastore and Lorraine Cosgrove Ware, CIO Magazine
"AS A CIO, YOU have more than enough responsibilities as chief technology strategist, vendor manager, Web overlord and security officer. Now, with the mandate to run the IT function like a business, you also have to be a CEO—planning and executing IT financial controls, marketing campaigns, HR strategies, customer service efforts and all the other disciplines that make a business run..."
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Building an IT Scorecard Factsheet
by John Parkinson, CIO Insight
"Performance measurement is complex; you'll get what you measure, so measure what you want to get, as they say. Nevertheless, a well-designed measurement platform can motivate customers and staff. Balanced scorecard models are a good way to think about performance, because they highlight areas that measurements are important and help to decide what measures are relevant in each area. But what should a "recovery scorecard for IT" look like?"
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