Palladium's Managing Director and CMO sent out a note this morning exploring Cari Tuna's article in today's Wall Street Journal.

An article in today's Wall Street Journal, "Executives Shift to Survival Mode," reports that The Conference Board has reconfirmed that executing strategy remains the number one issue facing executives worldwide. Palladium's value proposition addresses this issue directly, now prominently featured in the banner at the top of our home page:

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Independent research shows Balanced Scorecard users achieve superior shareholder returns (execution premiums) over non-users.

http://www.thepalladiumgroup.com/KnowledgeObjectRepository/PR_BSCStudy_10_30_08.pdf

In a recent article in McKinsey Quarterly (Sept 2008) they wrote about managing IT during a downturn. They stressed the importance of not making across the board cuts, but that it was now more important than ever to look at IT's role in the business and be more strategic (read selective) in what investments and reductions are made. Our strategy maps, scorecards, and initiative management processes and practices can help companies navigate these treacherous waters in a resource constrained world. We should listen for these cues during our client and prospect conversations and think about how we can help them make better decisions that will address short term issues, yet still position our clients for longer term success when things turn positive. Remember those who make the better decisions now will do better (survive longer) and be positioned for the next upturn in the economny.

Palladium Announces XPA™--Execution Premium Assessment--based on the Kaplan-Norton Strategic Management System

New Tool and Book Based on Close Collaboration between Palladium, Kaplan, and Norton

Palladium Group Inc., the global market leader helping organizations execute their strategies, has announced the Execution Premium Assessment (XPA), the newest offering designed to help companies understand the strategic performance gap between where they are and where they want to be. XPA, the latest tool in an integrated suite from Palladium, is based on more than fifteen years of research by Drs. Robert Kaplan and David Norton, the world's preeminent authorities on strategic performance management, and the best practices of more than 100 high performing organizations.

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In today's demand-driven and increasingly competitive market; the need for effective strategic management is imperative. This need has spurred the conceptualization of several management theories. Naturally, as delivery on promise differed, some have fared better than others.

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I recently came across a case study, published just last month, titled "Information System Effects on Organizations Balanced Scorecard Work". This study was focused exclusively on the ESM application – something our team believes to be the first of its kind!

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After nearly 10 years in the strategy space certifying many of the big name business intelligence software vendors out there for their Balanced Scorecard module (meaning that their business performance management software meets the minimum standards for building and managing scorecards), I've formulated a concrete opinion on how most differ from the Executive Strategy Manager. I've seen cases where both types of applications are needed, neither is needed, and just one will meet the needs of the organization.

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If you are a client of the Executive Strategy Manager, you probably know by now that we pride ourselves on providing unlimited technical support as well as knowledgable staff that can understand your strategy problems as well as recommend technical solutions to these issues. Adobe has highlighted how we provide some of this support.

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Balanced Scorecard champions or sponsors are often faced with two critical "buy in" challenges: getting fellow leadership team members on board and then rallying an entire organization to manage to a Balanced Scorecard.

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The prospective client said that their strategic information seemed to be a grab bag of perspectives, objectives, measures and initiatives all mixed together and that they weren't sure if they had a full Balanced Scorecard once all the information was sorted out. Most organizations who do some level of strategic planning often find themselves in this predicament when they explore the Balanced Scorecard as a long term strategy management solution. My response tends to resonate with most:

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We mentally prepared ourselves for a photo finish. We ran through all the possible race scenarios. We were all but sure the race would come down to the last few strokes. We were wrong. At the 800 meter mark, I looked across the course and counted 4 boats. I counted again and again to make sure my mind was not playing tricks on me. We had open water on China, Greece, Slovenia, and Belgium and we were a seat up on the Ukrainians. We had only rowed in our line-up for a month and we executed our strategy. We were going to the Olympics!

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