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Sandy Richardson
Kitchener-Waterloo, ON, Canada
Initiator of strategy conversations that engage and inspire, galvanize, and transform. Author of Business Results Revolution.
Interests: curling, walking and working out, hockey, working with fantastic people to improve the sustainability of their organization
Recent Activity
Many people see the strategy process as an analytical, data driven, and time limited event where an organization leverages data and its best assessment of future opportunities to plot its course and actions over a specified period of time. And, once this plan is in place, they believe that the... Continue reading
Thank you for your interest in the webinar series. Unfortunately it has been cancelled at this time due to low registration. If you would be interested in attending a future webinar series on this topic, please send an email message to: sandy@jetrichardson.ca Business Results Revolution: Three Critical Questions and the... Continue reading
Posted Jan 24, 2014 at JETrichardson Products
I get asked this question on a fairly regular basis. When business leaders pose this question, I know that what they are really asking me is – “How much of a bump in our business results will using the Balanced Scorecard give us?” When I get asked this question, I... Continue reading
In his November 18th article called “A New Center of Gravity For Management?”, Forbes Magazine contributor Steve Denning reported on the 2013 Global Peter Drucker Forum where experts explored the managerial implications of complexity. More specifically, this year’s discussions explored the level of dynamic complexity organizations and business leaders are... Continue reading
Organizations and business leaders adopt the Balanced Scorecard for lots of different reasons. Sometimes they want to bring a more rigorous business performance measurement approach to their organization. Other times, they are looking for a more concise set of outcome metrics to up-level external results reporting. Sometimes business leaders are... Continue reading
Shareholder value and maximizing shareholder value. Two terms that I really dislike. No – terms that I hate. Why do I feel this strongly about two concepts that have become so fundamental to private sector business? It’s because of the twisted way they are interpreted, the behavior they have come... Continue reading
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While most of us strive to live our personal lives with passion, we tend to believe that emotion in general, and passion in particular, has little or no role to play when it comes to business. That is, we seem to assume that data, analytics, and reasoned thinking should rule... Continue reading
What comes first – your products or your strategy? And where do all your business activities, including processes and projects, fit into the picture? If you’re like many people I speak with, you probably feel strongly that products (and/or services) come first and that your business strategy should follow from... Continue reading
Selecting exceptional balanced scorecard indicators is part art and part science. The key to success in both is to start with a good definition of the strategic objective you are trying to measure. A good strategic objective definition describes what the strategic objective looks like in action including what is... Continue reading
An important step in defining your organization’s strategy is identifying all of your stakeholders. A stakeholder, in my mind, is anyone who can have a positive or negative impact on your organization’s ability to achieve its mission and vision. Stakeholders are important to organizations because they are usually the individuals... Continue reading
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You’ve done everything right – your employees are all on the same page about who your customer is and why theydo business with your company; your strategy map has helped them understand your customer and business strategy and how they fit into the picture; and they have access to all... Continue reading
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To download the pdf of this infographic, click on the link below. Download STRATEGY CONVERSATIONS infograph (public sector) Continue reading
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To download the pdf of this infographic, click on the link below. Download STRATEGY CONVERSATIONS inforgraph (private sector) v2 Continue reading
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An important step in the evolution of any organization is creating a vision of its future, determining where it is today, and then mapping out the path to get from here to there. Most organizations will come out of this process with a well thought out set of projects and... Continue reading
I have to confess – I don’t quite "get" change management as a stand alone discipline. My confusion is probably fueled by the fact that, when you look at successful organizations, one of the hallmarks of their success is that they seamlessly integrate critical and powerful “how” elements into “what”... Continue reading
“Pivoting” is the latest buzz word in the startup and business world but it’s not just a faddish phrase – it’s a critical business capability your company just has to have. Pivoting is all about shifting gears in your business – its direction; who it serves; the value it delivers... Continue reading
I was recently asked what the critical factors for successful organizational performance management (OPM) deployment are. Rather than keep these CSF’s to myself, I thought that I’d share them here with you (listed in no particular order): OPM is recognized as an organizational priority For many organizations, implementing and adopting... Continue reading
Most organizations I work with put significant effort into collecting their business performance/Balanced Scorecard results data and creating results reports. So much so that everyone (from data collectors and owners, to executives and strategic objective owners) is relieved when the process is done. However, what if I told you that... Continue reading
More and more companies these days are thinking about customer loyalty and they absolutely should. Why? Because customer loyalty is a key determinant of a company’s profitability. Research shows that loyal customers are a key driver of profitable business growth because they: (1) tend to be reliable repeat buyers, (2)... Continue reading
I’m at an interesting stage in my life right now. My daughter and her twenty-something friends are entering the workforce and this gives me a fresh perspective on some of the truisms and "bad" business habits that seem to exist in almost every organization. The thing I hear them discussing... Continue reading
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A few years ago, Alexander Osterwalder and Yves Pigneur published their ground-breaking book Business Model Generation. Since its publication, their book has gone on to be one of the “must read” business books for start ups, entrepreneurs, and business leaders alike. Billed as “a handbook for visionaries, game changers, and... Continue reading
Success Factor #1: Three Critical Questions That Cut to the Core of What’s Important for Business Success Ever wondered what the real secrets behind the success of high-growth organizations, market leaders, and iconic companies are? Of course you have – we all have. We all want to lead a company... Continue reading
As a CEO or business leader, have you ever looked at the measures your organization collects and reports on at the executive level and wondered why your team never seems to have the “right” conversations? You want to have deep, forward thinking strategy-focused discussions but that just never seems to... Continue reading
Interestingly, the topic of mission statements, and whether organizations need them, came up several times last week. First there were debates in a few of the LinkedIn groups I belong to and then a Master’s student in the strategy mapping class I was leading at the University of Waterloo challenged... Continue reading
We all know that the strategy map is an indispensible tool for helping organization’s bridge the gap between strategy formulation and execution. In fact, it does this in multiple ways. In the case of the “traditional” strategy/strategic plan, a strategy map is a key tool for translating high level strategic... Continue reading