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recommended reading
lean strategy mapping & scorecarding
Maybe you're interested in reading about more advanced Lean strategies, such as Strategy Maps. Then, you would want to read...
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Getting the Right Things Done: A Leader's Guide to Planning and Execution by Pascal Dennis (available through The Lean Enterprise Institute - see Links). Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. This book outlines the nuts and bolts of Hoshin Kanri (strategy deployment), and is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting consensus through "catchball," the deployment leader concept and A3 thinking. It links action to theory and reminds us that Lean tools - like value-stream maps, kaizen events, and 5S - are only the means to an end, not ends in themselves. |
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The Balanced Scorecard: Translating Strategy into Action by Kaplan and Norton. The Balanced Scorecard: Translating Strategy Into Action is introduced as a management (not just a measurement) system designed to channel the organization's knowledge and activities toward achieving long-term strategic goals. Senior executives in various companies have used the Balanced Scorecard as the central organizing framework for important managerial processes such as individual and team goal-setting, compensation, resource allocation, budgeting and planning, and strategic feedback and learning. As an agenda of leadership discussion on business strategies and implementation framework, it provides a practical guide to translating strategy into action and making everyone work "on strategy". The balanced scorecard is both comprehensive and actionable. |
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment by Kaplan and Norton. Kaplan and Norton note that, according to an abundance of research data, only 5% of the workforce understand their company's strategy, that only 25% of managers have incentives linked to strategy, that 60% of organizations don't link budgets to strategy, and 85% of executive teams spend less than one hour per month discussing strategy. After rigorous and extensive research of their own, the authors observed five common principles of a Strategy-Focused Organization:
- Translate the strategy to operational terms
- Align the organization to the strategy
- Make strategy everyone's job
- Make strategy a continual process
- Mobilize change through executive leadership
The book provides leaders with a reliable foundation for the design of a management system to create Strategy-Focused Organizations. |
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Strategy Maps: Converting Intangible Assets into Tangible Outcomes by Kaplan and Norton discusses two separate but related components that further develop and refine the core concepts introduced in the earlier two books, and, a rigorous examination of new ideas and new applications by which to convert intangible assets into tangible outcomes (specifically Human Resources and Information Technology).
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The HR Scorecard: Linking People, Strategy, and Performance by Becker, Huselid & Ulrich.
This is simply a required read for Human Resource managers and professionals. It provides a practical and compelling way to define and measure HR's effect on the bottom line of the organization. I believe this is a fundamental breakthrough in thinking about the HR function and specifically its role in business strategy and financial and operational results. |
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Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit by Thomas L. Jackson. At the heart of the Lean enterprise, is a unique operating system - Hoshin Kanri. It is a method of strategic planning and a tool for managing complex projects, a quality system geared to ensuring organizations faithfully translate the voice of the customer into new products and a business operating system that ensures reliable profit growth. The secret of Hoshin Kanri is that it provides for a superior organizational learning method and a competitive resource development system. |
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by Paul R. Niven. Based on Kaplan and Norton's Balanced Scorecard (BSC) research and writings, Niven has developed a practical step-by-step implementation framework, and shows how to imbed the BSC into critical organization processes. This is a wonderful companion to any Lean journey.