Strategic Alignment Resources

Here we have grouped together our blogs, research, FAQs and case studies on strategic alignment.

Strategic Alignment

Strategic alignment refers to cascading a designated strategy through your organisation. It's the process by which the ultimate goals are broken down into individual departmental activities, which allows for a more engaged and accountable workforce. We have extensive experience in this field, having incorporated strategic alignment into many of our client projects.

Please find below our resources on this topic.

Research Paper : Multi-level strategic alignment within a complex organisation

The implementation of large numbers of Balanced Scorecards as part of a coordinated programme (“cascading”) has been suggested as an efficient method for implementing strategy across an organisation, but case studies of this type of strategic alignment are rare. This original research stems from a 2GC project within a large and complex multi-divisional organisation in the…

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Presentation : Aligning Personal Objectives with Organisational Strategy

Using case study material we illustrate how the implementation of an effective Balanced Scorecard can enable personal objectives to be aligned with organisational strategy.

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FAQ : How can functions benefit from Balanced Scorecard?

Staff functions are often responsible for many of the corporate initiatives selected to deliver strategic objectives; yet they have limited control over the delivery. In this FAQ, 2GC looks at the extent to which 3rd Generation Balanced Scorecard can enhance the ability of HR and other staff functions to manage the delivery of key strategic objectives.

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Integrated Performance Management: A guide to strategy implementation

Kurt Verweire and Lutgart van den Berghe

SAGE Publications Ltd - 18 Dec 2004 - 320 pages

2GC Comments: Our recommended text for readers looking to gather a more in-depth understanding of the topics and issues that influence performance management system design and implementation. This book brings together contributions from a number of authors who discuss the subject from a wide range of perspectives, including consideration of financial and control issues, as well as the links between performance management and both strategic planning and human resource management. NB this book does not set out to provide practical guidance for any of these topics, but nonetheless the book provides useful background reading for those who want to understand some of…

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FAQ : What is Strategic Control?

Central to much of 2GC’s work is the idea that managers can control how an organisation pursues its strategic goals. This process of articulating and acting upon strategic goals is generally known as “Strategic Control”. Strategic Control theories have had a big influence on how strategic Balanced Scorecards are designed.

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Visual Strategy: Strategy Mapping for Public and Nonprofit Organizations

John M. Bryson, Fran Ackermann, Colin Eden

John Wiley & Sons - 2014-09-12 - 240 pages

2GC Comments: A useful practical guide to how to approach the development of strategic plans using group-based consensus methods. Don’t worry about the ‘public sector and non-profit’ part of the title, this book is relevant to managers in all organisations. The methods and techniques it describes are powerful yet easy to grasp, and have much in common with methods for Balanced Scorecard design pioneered by 2GC. Although the book’s authors are all academics and the book includes discussion of some heavy-duty concepts, this short easy to read book remains both useful and accessible.

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FAQ : How do I develop, link and align multiple Balanced Scorecards (cascading)?

This FAQ looks at one of the most challenging issues of Balanced Scorecard implementation: Cascades OR how to develop more than one! The challenge is how to do the design quickly, efficiently, and in a way that ensures all the Balanced Scorecards are ‘aligned’ with each other and with the organisation’s goals.

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FAQ : How do I create a strategic Balanced Scorecard?

In developing a Balanced Scorecard the biggest challenge is deciding the most relevant measures to include - particularly for Scorecards to be used for strategic management purposes. In this FAQ, 2GC outlines the eight steps your Strategic Balanced Scorecard design and implementation process should follow, and explores how best to deliver these steps.

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FAQ : What is ‘state-of-the-art’ Balanced Scorecard design?

Balanced Scorecard has developed from a tool for organising measures to a strategic management mechanism. It has evolved in terms of design characteristics, processes and usage patterns into what is now referred to as 3rd Generation Balanced Scorecard. In this FAQ, we outline the evolution and highlight the characteristics of best practice Balanced Scorecards.

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Case Study : Case Study 12: FS Co

Using Balanced Scorecard to drive strategic alignment in a financial services company

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Case Study : Case Study 11: Zenith Systems

Cascading 3rd Generation Balanced Scorecard in a small services company

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Case Study : Case Study 5: IIC

Aligning individual goals with the business strategy in a financial services organisation

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Research Paper : Improving public sector governance through better strategic management

This paper shows how an improved Balanced Scorecard design has the potential to enhance strategic management and public sector governance.

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Research Paper : The Balanced Scorecard as a Communication Protocol in Organisations

This paper reports on research carried out in a multi-divisional organisation, and shows how a modified Balanced Scorecard design process allowed a firm to rationalise its strategic communication so that only relevant information is transmitted, and how this simplified communication formed the basis for the design of a Strategic Control system.

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Research Paper : Classification of Balanced Scorecard Designs based on intended use

This paper describes a classification of Balanced Scorecard designs based on intended method of use within an organisation.

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Research Paper : Evolution of the 3rd Generation Balanced Scorecard

This paper describes the changes to the definition of the Balanced Scorecard that have occurred since it became popular as a performance measurement framework during the early 1990s.

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Research Paper : Performance Management system design in a devolved organisation

This paper is a case study exploring the design of a new performance management system for the UK Environment Agency (11,000 staff, more than 40 discrete management units).

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