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Strategy -
Implementation and Execution

Creating the Office of Strategy Management Organizations often fail at strategy execution. For the past 15 years, we have studied companies that achieved performance breakthroughs by placing the Balanced Scorecard as the centerpiece of a new strategy management system. The successful companies align their key management processes for effective strategy execution. Many of these companies have now sustained their focus on strategy execution by establishing an new corporate-level unit, an Office of Strategy Management (OSM). Not all organizations, however, have understood the need for a corporate-level office to align existing management processes to strategy. Companies, after developing Balanced Scorecards, often make a major error by continuing to plan, allocate resources, budget, report, communicate, and review performance as they had in the past.  Article by Robert S. Kaplan and David P. Norton. 2005. pdf-file






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Status: 23. September 2013