I've had a lot of organizations ask me how to "tell the story of their strategy" using their strategy map in the ESM as their guide. I'd like to provide our ESM community with an example approach that could be adapted for your organization. Once upon a time...

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Did you know that the ESM can automatically evaluate the performance of your measures?

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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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I have an organization who is considering the ESM and wants me to build out some example reporting views with their content. This is a common request that we field with potential ESM clients who already have a scorecard in place. Naturally, they want to see what their reporting environment will look like before they commit to a new application.

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Report Frequently

I am an advocate of holding brief reporting meetings at the end of the first and second month of each quarter (focusing on key initiatives or poor performing areas) and then holding a full strategy review meeting immediately after quarter close.

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So you've been reading articles on the BSC Hall of Fame for 7 years now and you're trying to figure out how they do it. How have these organizations been able to go the distance with their strategy management program? Here are some key steps to take to ensure your project survives the transition from development to execution and beyond.

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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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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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Watch our new 5 minute demonstration video!

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Today I sat in on a number of speeches and presentations given at the Global Public Sector Summit here in Washington DC. Public Sector organizations from all over the world come to this conference in order to learn best practices and see how other public sector organizations have utilized the balanced scorecard to manage very complex and many times very inefficient agencies.

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I continue my dialogue on building a scorecarding program that will stand the test of time. The idea of automation is thrown around a lot with technology, yet we all know that if the right process or data isn't automated correctly, you'll probably spend more time cleaning up mess than had you simply kept it manual.

The number one reason why Microsoft PowerPoint and Excel fail those who attempt to manage their BSC program in it is because

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