One question I often hear as clients begin to incorporate initiatives into ESM concerns exactly where, in a cascaded scorecard environment, initiatives should be managed. This is especially applicable in organizations where there is an established project management organization that is practiced in dealing with the organization's major initiatives as a single group.

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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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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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As you know, the typical Gantt Chart shows a project plan in graphical format. It typically has a bar for the major components to the plan and some way of displaying the tasks associated with the plan. So how does strategy fit into a Gantt Chart?

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With the launch of web services in 2007, the ESM truly has become an integrated strategy management platform for organizations around the world. An early adopter with the web services, a government defense organization is streamlining the reporting process with their strategic initiatives.

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Building out initiatives without allocating a strategic budget is like financing a brand new Porsche GT3

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I was recently speaking to a colleague at an organization with whom I have worked with for a number of years. They are currently focusing on enhancing their initiative management process and utilize the ESM to support their corporate and business/support unit strategy management reporting process. During the conversation, he mentioned that each business/support unit has integrated their strategic initiatives into the quarterly strategy management report (SMR) and that the unit leaders have appreciated the additional insight and enrichment this component has added to their conversation.

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