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Sandy Richardson
Kitchener-Waterloo, ON, Canada
President, Collaborative Strategy. Author of Business Results Revolution for Healthcare Organizations.
Recent Activity
Does your organization have a traditional style strategic plan? You know – something that looks like a three year “to do” list? If you’ve ever heard anyone in your organization proudly declare that the strategic plan is “done”, then you know that your organization has a “to do” list strategic... Continue reading
Creating a strategy map for your non-profit organization is as easy as asking and answering a series of important questions as a team. In this short video I go over the key questions you and your team need to ask and answer to create a powerful, agile, and actionable strategy... Continue reading
I’m starting to see it again – Balanced Scorecards that suffer from an explosion of measures. More specifically, I’m seeing a trend towards attaching multiple metrics (rather than indicators) to a single strategic objective. The usual result is a Strategy Scorecard on steroids that has become an administrative nightmare, is... Continue reading
Measuring the stuff we do, and achieve, in business is critically important – performance data and results information give us necessary insight into what’s going on inside AND outside of our organization. Many organizations invest heavily in measurement so it’s important to be sure that that time and effort is... Continue reading
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If you are like most organizations, you have a strategic plan that’s filled to the brim with tasks, initiatives, and deliverables all slated to be completed over the planning period (usually three years). I recently saw a strategic plan with the usual 5 strategic directions supported by, on average, 9... Continue reading
Is strategy management (i.e. strategy creation, implementation, measurement, and improvement) a core competency for your organization? If not, it’s time to think about bringing this critical capability in-house. When I talk about strategy management I mean that every organization, from a start-up to a Fortune 500 enterprise to a non-profit... Continue reading
An old saying states that “time is money” and it still applies today. Most people take this sage advice as a reminder to be efficient in their work – that is, the longer you take to do something, the greater the amount of money you spend/waste accomplishing it. However, in... Continue reading
This short video clip of best-selling author and Harvard professor Cynthia Montgomery really clarifies the essential ingredients for strategy success - choice and making everyone in your organization a part of your strategy! Continue reading
Let’s agree on one thing. Business is complicated. It doesn’t matter what business or sector your organization is in – there are lots of things going on inside and out that have to come together in just the right way for your organization and people to produce great results. However,... Continue reading
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This is an "on demand" video training series created specifically for StrategyShare Organization Administrators. Our goal is to give you the information you need to get your organization set up and working successfully in StrategyShare. Each training session/video walks you through the technical aspects related to these important StrategyShare modules.... Continue reading
Posted Feb 7, 2016 at StrategyShare Onboarding Videos
Recently, I’ve noticed a flurry of discussion and debate about the Balanced Scorecard (BSC) versus OKR’s. While some are promoting the idea that the BSC and OKR’s are virtually interchangeable (personally, I’m not convinced that this is really the case but I’ll write more in a future post), others seem... Continue reading
You may have heard of this term before. In fact, you may even have seen some dialogue in BSC and strategy management forums debating whether we should shift from a “cascading” concept. So, as we usually must when it comes to strategy management concepts, let’s define what we mean by... Continue reading
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In a previous blog post I revealed the five essential elements that must be firing on all cylinders if your organization is going to achieve strategy execution success. Here’s a quick reminder of all the elements and how they work together: The critical ingredient and most often forgotten element in... Continue reading
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In my last blog post I introduced the most essential ingredient for strategy execution success: Strategy MasteryTM. Here’s a quick reminder of what Strategy MasteryTM is and what it looks like in action: Strategy MasteryTM Every employee in your organization must be a Strategy Master. That is, they need to... Continue reading
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Many of us frequently fret about the state of strategy execution in the real world. Lots of statistics get tossed around – I’m not really sure which numbers are completely right at this point. What I do know, and what I hear from business leaders in a range of industries... Continue reading
A golden rule for selecting powerful Balanced Scorecard indicators is to focus on the attribute of relevancy. That is, any given indicator must be a good representative of the thing you are trying to measure. Without indicator relevancy, any Balanced Scorecard quickly loses its power and credibility as a strategy... Continue reading
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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