Many management teams invest a lot of time and effort into analysing their environment, capabilities products and services to develop their strategy. Unfortunately they do not invest the same effort in implementing their strategy and as a consequence 9 out of 10 organisations fail to implement their strategy. This situation is compounded by the lack of a regular strategic review process so the organisation is not only unaware of "how it is doing" in implementing its strategy it also misses many strategic opportunities that emerge.

The Balanced Business Scorecard and the EFQM Excellence Model TM both provide strategic implementation approaches. They enable organisations to gain real clarity and consensus on their strategic intent and to then translate this into operational objectives. Objectives that can be cascaded throughout the organisation to provide strategic alignment at all levels and used to drive the alignment of incentive schemes, investment, resource management and budgeting processes. The use of a Balanced Scorecard or EFQM Excellence Model are not mutually exclusive they can both be used within an organisation as they compliment each other in many respects.

Many organisations have realised that the products and services are becoming commodities that provide no sustainable competitive advantage. They are now focusing on delivering a truly great Customer Experience to establish a long term competitive advantage that is difficult to replicate. But how do you understand the current customer experience and how do you define a deliberate experience for the future?

The Investors in People (IIP) model and the HR Scorecard both provide strategic focus on the development of people - the organisation's most important asset, and the means by which it implements its strategy. IIP and HR Scorecard can be free-standing or complementary to the implementation of a Balanced Scorecard or the EFQM Excellence Model.

To find out more about the strategic implementation training and coaching programmes we offer please click on the appropriate buttons at the top of the page or the links in the text.

Having developed your clarified your strategic intent you then need to convert your expectations into the outcomes through effective change management. The change will demand that the critical processes perform efficiently and effectively. Finally, a change in performance will only be realised and sustained through improving the value of your greatest asset - your people.

Our programmes are organised to help you make it happen in all four areas of performance improvement - strategic, change, process and people.