Creating & Reinforcing an Execution Cadence – Integrated Strategy Execution series – p6

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Creating & Reinforcing an Execution Cadence – Integrated Strategy Execution series – p6

Welcome to the sixth instalment in the Integrated Strategy Execution video series exploring how you can create and reinforce an execution cadence in your organization. In previous videos we covered concepts of strategy deployment, breakthrough thinking and daily management.

This time we will be focusing on how to drive initiative management. There are three main concepts that can help us to do that:

  1. Staggered exception based reporting cadence;
  2. Understanding how to create monthly execution reviews based on a 3 question habit;
  3. Simplified portfolio management based on a rough cut model.

In this video, we focus on each of these topics at a time to discuss what they entail.

 




Original: https://www.i-nexus.com/stratex-hub/creating-reinforcing-an-execution-cadence
By: Paul Docherty
Posted: November 17, 2017, 11:36 am

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Anton Sirik

Proven success in Strategy Execution, Operational Excellence, Business Transformation, Digital Marketing @ i-nexus

i-nexus Strategy Execution Software helps Global 5000 organizations achieve more goals, faster with less effort

I am part of a leading Strategy Execution, Operational Excellence, and Business Transformation solutions provider, who have revolutionized how organizations get important things done

With i-nexus software you will get full visibility into the progress of your programs, comprehensive Hoshin functionality to support robust strategy execution and the ability to replicate the best project solutions. We support multiple performance management frameworks including:
Hoshin Planning/ Policy Deployment
Balanced Scorecard
Business Excellence Model

i-nexus helps:
Leaders of Operational Excellence programs ensure their improvement investment is aligned with the business goals and is delivering financial and non-financial benefits;
Executives and Business leaders utilize Hoshin Planning to cascade business goals to actionable priorities with X-matrices and drive on-going review with bowling charts;
Business Transformation Leaders and Heads of Enterprise Program Offices align their strategic initiatives with business objectives, drive execution of strategic programs and track the realization of benefits.