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Core Values:What we believe inVision: What we want to be Strategy: Our game plan (how to win)Goals For Implementing Strategy (Metrics):What we need to doOUTCOMESSatisfiedShareholders* The Strategy Focused Organization, Robert Kaplan, David Notron, Harvard Business School Press, 2001*

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* THE 7-S MODEL (McKinsey) STRATEGY STRUCTURE SYSTEMS STYLE (CORPORATE CULTURE, THE WAY WE DO THINGS AROUND HERE) SKILLS (DISTINCTIVE COMPETENCE/S) STAFF (PEOPLE-TALENT) SHARED VALUES (GOAL ,VISION, CORE VALUES)TQMSWOTBCG5 ForcesRBV

Mission:Why we existCore Values:What we believe inVision: What we want to be Strategy: Our game plan (how to win)Goals For Implementing Strategy (Metrics):What we need to doOUTCOMESSatisfiedShareholdersDelightedCustomersEffectiveProcessMotivated andPreparedWorkforce* The Strategy Focused Organization, Robert Kaplan, David Notron, Harvard Business School Press, 2001

*THE PASTTHE FUTUREEmphasis on controlEmphasis on co-ordinationDecisions located centrallyDecisions located where relevant knowledge existsSimple structures,uniffied line of commandMultidimensional structuresDiffused authority, but clear responsibilitiesSingle performance goalMultiple performance goalsOrganization by designSelf organization

Remember that big change in organizations is eitherenabled by the culture; resisted by the culture, or it changes the culture and that the behavior of top executives is the most powerful driver of culture*

*Balanced Score Card (Kaplan & Norton)

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******Consultants at McKinsey & Company developed the 7S model in the late 1970s to help managers address the difficulties of organizational change. Strategy: the plan devised to maintain and build competitive advantage over the competition. Structure: the way the organization is structured and who reports to whom. Systems: the daily activities and procedures that staff members engage in to get the job done. Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. Style: the style of leadership adopted. Staff: the employees and their general capabilities. Skills: the actual skills and competencies of the employees working for the company.

**The manager has to work hard to change an organization successfully. When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. If you're too impatient, and if you expect too many results too soon, your plans for change are more likely to fail.Create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. If you do these things, you can help make the change part of your organizational culture. That's when you can declare a true victory. then sit back and enjoy the change that you envisioned so long ago.

*Balanced ScorecardBasicsThe balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau de Bord literally, a "dashboard" of performance measures) in the early part of the 20th century.The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system. The new balanced scorecard transforms an organizations strategic plan from an attractive but passive document into the "marching orders" for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.

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