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Sandy Richardson
Kitchener-Waterloo, ON, Canada
President, Collaborative Strategy. Author of Business Results Revolution for Healthcare Organizations.
Recent Activity
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I am really fortunate to have the opportunity each year to teach strategy mapping and Balanced Scorecard concepts to student entrepreneurs at the Conrad Centre at the University of Waterloo. The best part of this gig is that I don’t just teach the material, I also have the opportunity to... Continue reading
A recent article in the March 2015 edition of the Harvard Business Review looked closely at the five myths of strategy execution (“Why Strategy Execution Unravels – and What to Do About It”). Myth #3 focuses on my favorite strategy execution “must have”: communication. As the authors rightly point out,... Continue reading
Assuming that you buy into the idea that there are mutual benefits to be realized when public sector organizations commit to providing an exceptional experience to their stakeholders, the next critical step is putting that commitment into action. Rationally, we know that it’s not as simple as standing up in... Continue reading
A great deal of research has been done in the private sector into what attracts customers to companies and the secrets for creating loyal customers. Numerous investigations have shown that a customer’s perception of any given company and their brand is built on two components: 1 The functional aspect of... Continue reading
Every time I work with entrepreneurs I have the opportunity to see new and innovative business models. However, one that I see more frequently than ever is the two-sided model where there are: users who access basic technology/platform functionality for free/as a “freemium”, and other interested parties who pay a... Continue reading
As a strategy management consultant, I see different organizations having diverse and almost dysfunctional relationships with the concept of a (and their actual) strategic plan. Let me share what I’ve observed from the perspective of the two primary types of clients I work with. Medium-Sized+ Organizations Almost every organization of... Continue reading
Employee engagement and strategy execution failure – two stubborn challenges that countless organizations face but may not see as being connected. Big mistake. Here’s something I’ve learned - there IS a connection and employee engagement and commitment is the secret sauce behind successful strategy execution. Let’s review the evidence. I... Continue reading
When strategy execution just isn’t working in your public sector organization as well as you’d like, one of the first things you should do is take a look at your stakeholder value proposition (SVP). Issues here could be the root of the problem. In my experience, organizations with strategy execution... Continue reading
At some point in their strategy creation and execution/Balanced Scorecard journey, almost all organizations and business leaders come to the realization that, to experience the benefits of their investment in, and commitment to, strategy management they would be wise to leverage the power of technology. Let me be clear that... Continue reading
An important step in the strategy map creation process is the assignment of owners for strategic objectives. While everyone in your organization/business unit/team has shared accountability for the achievement of all of the strategic objectives on your strategy map, we all know that this can be a recipe for dropped... Continue reading
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Many healthcare leaders will be familiar with the concept of the Triple Aim. To summarize, the Triple Aim is a framework developed by the Institute for Healthcare Improvement (www.ihi.org) that outlines an approach to optimizing health system performance. The foundation of the Triple Aim is the belief (supported by evidence)... Continue reading
The primary premise of collaborative strategy is that giving everyone in your organization a seat at the strategy table delivers huge benefits – to senior leadership, the organization (in the form of better business performance), your customers and stakeholders, and your employees themselves. The outcome of a collaborative strategy approach... Continue reading
Adopting a collaborative approach to strategy means giving people at all levels of your organization a seat at the table through all phases of the strategy process – strategy creation, strategy implementation/execution, and strategy management. It’s a proven approach for achieving exceptional performance results and organizational outcomes in today’s new... Continue reading
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Value for money (VfM) thinking is an important “new” imperative that healthcare organizations must build into their organizational skill set. However, before launching into this post, let’s be clear that I am not suggesting that, in response to this new requirement, you should create an exclusively VfM-oriented culture in your... Continue reading
Value for Money is an important concept that is receiving increased attention in the healthcare sector - the sense of urgency around demonstrating value for money continues to accelerate for Canadian healthcare organizations. This heightened focus has triggered a closer look at what we really mean when we talk about... Continue reading
If you’re a leader or executive in a Canadian healthcare organization, there’s little doubt that you’ve heard the term “value for money” with increasing frequency. And, actually, it goes beyond hearing about it, the pressure is on for your organization to build demonstrating value for money into your operations and... Continue reading
I have a problem – a problem with what looks like our apparent preoccupation with data as the answer to our business challenges and operational problems, as the key to FINALLY understanding what our stakeholders and customers want, and as the crystal ball that will help us successfully peer into... Continue reading
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If you'd like to explore the collaborative strategy approach in more detail, go to http://www.collaborativestrategy.ca/download-now/ and download my new ebook "Business Results Revolution for Healthcare Organizations" now. Continue reading
More often than not, when I ask the leaders of public sector healthcare and social service organizations this question, they can’t give me a straight answer. Sometimes, I get a blank stare or (frequently) they object to my question. What do I mean, what stakeholder outcomes are we accountable for... Continue reading
Having been a Balanced Scorecard practitioner, and as a Strategy Management consultant, one of the things I know for sure is that the EASIEST part of an organization’s Balanced Scorecard journey is deciding to adopt the Balanced Scorecard and its approach to strategy management. The first challenges arise when it... Continue reading
I’ll admit it. Back in 1997, when my employer decided to start using the Balanced Scorecard, we used it as a report card. What did that look like? Well, we rolled up indicator results to get a strategic objective performance score. And then strategic objective performance scores were rolled up... Continue reading
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
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