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    Management writer and educator James Creelman is, in the words of David Norton, co-creator of the Balanced Scorecard, ‘the foremost chronicler and historian of the Balanced Scorecard movement.’ Author/co-author of 16 important management reports and books, James Creelman here answers a question seeking his view of the new Office of Strategy Management (OSM). In response, James Creelman traces the origin of the Office of Strategy Management concept, believes that it has actually taken a rather long time to emerge and how it is now creating a space for strategic management as a core organizational function, much in the same manner as HR or finance. He then goes on to describe the seven responsibilities of the Office of Strategy Management.
     
    Further, he believes that, in practice, the concept can make a difference to the success of performance management and Balanced Scorecard initiatives by focusing on the inculcation of Balanced Scorecard and strategy management skills. Creelman anticipates that the OSM concept will address several problems – such as the present Project Manager view of the Balanced Scorecard Manager – and finally ensure that strategy is managed as a single end-to-end process, from formulation to execution to feedback. Creelman also predicts that the OSM concept will be the most enduring legacy of Norton and Kaplan because, he feels, inculcating strategy management as a core function has greater implications for organizational management in the 21st century than even the Balanced Scorecard

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    Management writer and educator James Creelman is, in the words of David Norton, co-creator of the Balanced Scorecard, ‘the foremost chronicler and historian of the Balanced Scorecard movement.’ Author/co-author of 16 important management reports and books, James Creelman answers a question about the extent of popularity of the Balanced Scorecard in parts of the world other than North America and Europe. In his detailed response, James Creelman points to the growing popularity of the Balanced Scorecard concept in Latin America and Asia and cites examples from Brazil, Hong Kong, India, Korea, Mexico and Singapore that have attracted worldwide attention for their success. Finally, he even predicts that Asia might overtake other continents in its use of the Balanced Scorecard.

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    No change initiative, regardless of the promise it holds, can succeed without the active support of senior executives. In this article, Paul explains the importance of executive sponsorship for your Balanced Scorecard implementation and outlines a number of proven principles for gaining active and ongoing support.

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