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Are you too busy to improve?

Title: Are you too busy to improve?

Though we all know that change is the only constant thing in business, people are way too resistant to it, even if it is promises a positive impact on the bottom line. Why is it so? Few things off my head that I see way too often are:

  • They are too busy and firefighting takes priority
  • People are skeptical, i.e. it is easy to accept the known devils than to be challenged by unknown angels
  • They are way too comfortable with the current scenario, and many more

Alright, let's hit the bull's eye. Here are top 5 things that you can do to get the nod from the people that matter:

  1. Address Personal Concerns First - Tailor information to people's expectations
  2. Talk the language of the recipient - avoid jargons
  3. Demonstrate clear cost advantages
  4. Make it local and concrete
  5. Be clear and open about how the changes will affect your staff – talk of pros and cons

Lastly - stay calm and never give up!!

 
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A resource portal for all your
Enterprise Performance Management
March 2014
 
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Though we all know that change is the only constant thing in business, people are way too resistant to it, even if it is promises a positive impact on the bottom line. Why is it so? Few things off my head that I see way too often are:

  • They are too busy and firefighting takes priority
  • People are skeptical, i.e. it is easy to accept the known devils than to be challenged by unknown angels
  • They are way too comfortable with the current scenario, and many more

Alright, let's hit the bull's eye. Here are top 5 things that you can do to get the nod from the people that matter:

  1. Address Personal Concerns First - Tailor information to people's expectations
  2. Talk the language of the recipient - avoid jargons
  3. Demonstrate clear cost advantages
  4. Make it local and concrete
  5. Be clear and open about how the changes will affect your staff – talk of pros and cons

Lastly - stay calm and never give up!!

 

Author : Tor Inge Vasshus, CEO, Corporater, Inc.
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A resource portal for all your
Enterprise Performance Management
February 2014
 
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I have been consulting several clients lately, and I have discovered a pattern that I think is common in many companies.

The vision, the strategy, and the KPI's are well established and linked. But I seldom find the "plan - what to do" - included in the strategy management systems.

I often find that "Business planning" is a process that continues as usual and are not linked to the strategy. Often it is actually two separate processes. One process that gives the "direction" and the other separate process that contains the "execute" part.

A Balanced Scorecard that does not link the execution part with the objectives is a scorecard without "energy". It cannot be executed. Make sure to do both – or leave it.

Author : Tor Inge Vasshus, CEO, Corporater, Inc.
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Strategy Leaders Featuring Balanced Scorecard
April 13 - 17, 2014 | Dubai Marina, UAE


Palladium's Kaplan-Norton Balanced Scorecard Certification Boot Camp ™
March 3 - 6, 2014 | Americas, San Diego, CA

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   Find out what the leading experts have to say about Performance Management with Articles, Case studies,
Interviews and more at www.epmreview.com 

We welcome your feedback and contributions, please contact us at This email address is being protected from spambots. You need JavaScript enabled to view it. .
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All rights reserved. Company names and logos used in this site may be trademarks of their respective owners.

Connecting what you «Do» with what you want to «Achieve»

Title: Connecting what you «Do» with what you want to «Achieve»

I have been consulting several clients lately, and I have discovered a pattern that I think is common in many companies.

The vision, the strategy, and the KPI's are well established and linked. But I seldom find the "plan - what to do" - included in the strategy management systems.

I often find that "Business planning" is a process that continues as usual and are not linked to the strategy. Often it is actually two separate processes. One process that gives the "direction" and the other separate process that contains the "execute" part.

A Balanced Scorecard that does not link the execution part with the objectives is a scorecard without "energy". It cannot be executed. Make sure to do both – or leave it.

Author : Tor Inge Vasshus

Source: http://blog.corporater.com

Explore our resources to learn more about techniques and the value of effectively communicating and executing your strategy.

If Pharaoh should recruit a leader – how would the world look like?

Title: If Pharaoh should recruit a leader – how would the world look like?
Written concepts about leadership developed early. The concepts of leadership, leader and follower are found in the Egyptian hieroglyphs. The hieroglyphs for Leader is:

Pharaoh Hieroglyphs

There were three qualities required of a Pharaoh.

  1. Authoritative utterance is in your mouth
  2. Perception is in thy heart
  3. and thy tongue is the shrine of justice.

Just think how the world would have been if Pharaoh was selecting the leaders to the top leader jobs today. I think it would be a different and better business world. Especially I like "thy tongue is the shrine of justice".
Let's follow Pharaoh's advice and bring justice to the business world!

Author : Tor Inge Vasshus

Source: http://blog.corporater.com

Explore our resources to learn more about techniques and the value of effectively communicating and executing your strategy.

 
Logo
A resource portal for all your
Enterprise Performance Management
January 2014
 
Cartoon
 
 

Written concepts about leadership developed early. The concepts of leadership, leader and follower are found in the Egyptian hieroglyphs. The hieroglyphs for Leader is:

Pharaoh Hieroglyphs

There were three qualities required of a Pharaoh.

  1. Authoritative utterance is in your mouth
  2. Perception is in thy heart
  3. and thy tongue is the shrine of justice.

Just think how the world would have been if Pharaoh was selecting the leaders to the top leader jobs today. I think it would be a different and better business world. Especially I like "thy tongue is the shrine of justice".
Let's follow Pharaoh's advice and bring justice to the business world!

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EPM-review Information Technology
EPM-review Textile Manufacturing
EPM-review Sales and Marketing
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  News & Events
   
   
  Event


Palladium's Kaplan-Norton Balanced Scorecard Certification Boot Camp ™
February 9 - 13, 2014 | Dubai

Strategy Leaders Featuring Balanced Scorecard
April 15 - 19, 2014 | Dubai Marina, UAE

  EPM-review Read more
     

   Find out what the leading experts have to say about Performance Management with Articles, Case studies,
Interviews and more at www.epmreview.com 

We welcome your feedback and contributions, please contact us at This email address is being protected from spambots. You need JavaScript enabled to view it. .
Copyright 2014, EPM Review.
All rights reserved. Company names and logos used in this site may be trademarks of their respective owners.
 
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A resource portal for all your
Enterprise Performance Management
December 2013
 
Cartoon
 
 

I was attending a Global Leadership Summit this weekend, and learned a lot about how to lead people. I started thinking about the managers I have been working for over the last 25 years and I realized that I have been working for two main categories of Managers:

Leaders and Managers
When I thought about some of the "Leaders" I have worked for, I look back on the employment with joy. These people "showed the way" and lead me in the right direction – sometimes even without me knowing that I was being led.

But I have also worked under managers who tries to control everything. The Italian word for manager "maneggiare" explains the difference. To "maneggiare" means "to control," and was especially used with reference to training horses. Probably the "managers/ maneggiare's" should look for a job where they can train horses. I think that a lot of value creation is destructed by these type of managers.

Author : Tor Inge Vasshus, CEO, Corporater, Inc.
EPM-review More Cartoons
 
 
   
  KPI Library
  Key Performance Indicators
 
   
  KPI-IMG
 
A source that provides an extensive library of Key Performance Indicators for perspectives and various industries.
 
EPM-review Construction Industry
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EPM-review Wastewater Services
EPM-review Research & Development
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  Event


Kaplan-Norton Advanced Practitioner Level BSC Boot Camp
8 - 12 December, 2013 | Dubai


Palladium's Kaplan-Norton BSC Certification
Boot Camp™

15-19 December, 2013 | Kuwait City

  EPM-review Read more
     

   Find out what the leading experts have to say about Performance Management with Articles, Case studies,
Interviews and more at www.epmreview.com 

We welcome your feedback and contributions, please contact us at This email address is being protected from spambots. You need JavaScript enabled to view it. .
Copyright 2013, EPM Review.
All rights reserved. Company names and logos used in this site may be trademarks of their respective owners.

Manager or Leader

Title: Manager or Leader

I was attending a Global Leadership Summit this weekend, and learned a lot about how to lead people. I started thinking about the managers I have been working for over the last 25 years and I realized that I have been working for two main categories of Managers:

Leaders and Managers
When I thought about some of the "Leaders" I have worked for, I look back on the employment with joy. These people "showed the way" and lead me in the right direction – sometimes even without me knowing that I was being led.

But I have also worked under managers who tries to control everything. The Italian word for manager "maneggiare" explains the difference. To "maneggiare" means "to control," and was especially used with reference to training horses. Probably the "managers/ maneggiare's" should look for a job where they can train horses. I think that a lot of value creation is destructed by these type of managers.

Author : Tor Inge Vasshus

Source: http://blog.corporater.com

Explore our resources to learn more about techniques and the value of effectively communicating and executing your strategy.

Additional Info

  • Summary

    Want to improve the odds of strategy execution? Ask any executive that question and they're certain to nod in enthusiastic agreement. Well, I have one piece of can't miss advice that will ensure you beat the oft-cited statistics of execution failure. Here it is: Have a well-understood strategy and communicate it widely.

 
Logo
A resource portal for all your
Enterprise Performance Management
December 2013
 
Cartoon
 
 

I was attending a Global Leadership Summit this weekend, and learned a lot about how to lead people. I started thinking about the managers I have been working for over the last 25 years and I realized that I have been working for two main categories of Managers:

Leaders and Managers
When I thought about some of the "Leaders" I have worked for, I look back on the employment with joy. These people "showed the way" and lead me in the right direction – sometimes even without me knowing that I was being led.

But I have also worked under managers who tries to control everything. The Italian word for manager "maneggiare" explains the difference. To "maneggiare" means "to control," and was especially used with reference to training horses. Probably the "managers/ maneggiare's" should look for a job where they can train horses. I think that a lot of value creation is destructed by these type of managers.

Author : Tor Inge Vasshus, CEO, Corporater, Inc.
EPM-review More Cartoons
 
 
   
  KPI Library
  Key Performance Indicators
 
   
  KPI-IMG
 
A source that provides an extensive library of Key Performance Indicators for perspectives and various industries.
 
EPM-review Construction Industry
EPM-review Human Resources
EPM-review Wastewater Services
EPM-review Research & Development
  EPM-review More KPI Libraries
 
   
   
   
  News & Events
   
   
  Event


Kaplan-Norton Advanced Practitioner Level BSC Boot Camp
8 - 12 December, 2013 | Dubai


Palladium's Kaplan-Norton BSC Certification
Boot Camp™

15-19 December, 2013 | Kuwait City

  EPM-review Read more
     

   Find out what the leading experts have to say about Performance Management with Articles, Case studies,
Interviews and more at www.epmreview.com 

We welcome your feedback and contributions, please contact us at This email address is being protected from spambots. You need JavaScript enabled to view it. .
Copyright 2013, EPM Review.
All rights reserved. Company names and logos used in this site may be trademarks of their respective owners.
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