It's clear that how we currently look at organizations is ruining the world. Financial tools encourage depleting natural resources and taking advantage of disadvantaged parts of our local and international society (with low wage rates).
What if we could make the invisible, visible… help everyone see our organization’s impact on society, the environment, and economics. The triple bottom line.
Working with The Natural Step (TNS), we developed this science-based sustainability scorecard. We combine 35 years of best-practices in sustainability with 35 years of best-practices in performance measurement to create a near-real-time view of your organizations total impact.
Since developing the TNS-Sustainability Scorecard, we have expanded it to cover the UN-SDGs, GRI, B-Corp, etc. This methodology has been implemented in private and public sector organizations of all sizes and complexity.
We deliver our sustainability scorecard services in exciting workshops that both train your team and builds your first sustainability scorecard.
It’s hard to believe our initial work that resulted in the Balanced Scorecard articles and books was over 30 years ago, yet the underlying problems we were trying to solve still exist in many organizations:
Over the last 30 years, the Balanced Scorecard body of knowledge has brought some really cool tools to organizations – tools like strategy maps, weightings, and Ontologies. It has found itself integrated with budgeting, process-improvement, risk, and sustainability, and has supported the creation of related practices, such as OKRs. Almost every organization we work with has some elements of the Balanced Scorecard in place already.
When we were working with Kaplan and Norton we took 6 months to build a scorecard... we can now do it in 5 days. Over the last 30 years we have been continuously improving how we build scorecards – bringing new tools, taking advantage of what you have already built, and leveraging the current abundance of information available in every organization. Our clients have enjoyed incredible results leading to billions of dollars of increased valuation and because of this ask us back, or take us with them as they go to new organizations. Drs. Kaplan and Norton have also used our clients as world-class examples in every one of their books.
We deliver our scorecard services in exciting workshops that both trains your team, and builds your scorecard solution. We can also provide on-going coaching and meeting facilitation until you get the swing of things.
You might think that OKRs (Objectives and Key Results) are just the updated version of MBOs (Drucker’s 1950’s Management by Objectives) or the Balanced Scorecard (Kaplan and Norton’s 1990’s version). Well, you’d be right! But they are more… they take advantage of the abundance of near-real-time data available about everything we do, which creates an agile execution environment that can change as quickly as your world changes.
Our approach links strategy with OKRs (some objectives are more important than others), along with near real-time data. We incorporate intrinsic motivators (purpose, mastery, progress, autonomy and socialization) along with applying game mechanics – if appropriate for your culture.
We have been involved in some of the largest OKR implementations in the world, as well as countless start-ups and early growth organizations. Our work has been widely published and we are frequent international speakers on the “how-to” of OKRs
We deliver our OKR services in exciting workshops that both train your team and builds your OKR solution. We can also provide on-going coaching and meeting facilitation until you get the swing of things.
Risk eats strategy for breakfast… but all risks are the offspring of strategy. More simply, every strategic decision creates both new risks and reduces other risks. Without seeing your strategy and/or risks in near real-time, you are flying blind as you make your day-to-day decisions.
The Pm2 Risk scorecard captures your strategy and assesses your risks so that they can be seen in strategic priority. Now add Key Risk Indicators, and you have a Risk Scorecard.
The American Institute of CPA’s (AICPA) asked us to create this methodology so that CFOs could see risks in real-time, and finally run meetings that covered both risk & reward at the same time!
Our methodology has been licenced by international CPA organizations and implemented in both private and public sector organizations of all sizes and complexity.
We deliver our risk scorecard services in exciting workshops that both train your team and builds your first risk scorecard.
Back when we started helping organizations in 1982 we used to create 5-year plans. Today that seems crazy! The uncertainty that we see 1-year out is what we used to see 5-years out. 1-year plans are now what the 5-year plan used to be. That means the old 1-year plan becomes your 1-Quarter plan. Think about it – the pace of change is such that your 16-week planning cycle results in a plan that is obsolete before the final approval is signed! Our turbulent business environment calls for greater agility from our organizations. Large corporations can use resilience to combat turbulence - large inventories of cash (Apple), high cost to switch (Microsoft) or inventories. The rest of us need agility.
Agile plans are ones that can be changed within minutes – and change what everyone does within days. They support scenario planning, big data (and small data), deep understanding and ownership, and integrate with risk and human capital. Easy, right?
The planning process needs to be light, fast and responsive. The dilemma has been that planning books and tools are developed in isolation of everything else that Leadership does. But what if they were integrated with everything else – like strategy, risk, financials, human capital and regulatory constraints. Now if anything in any of those areas shifted outside of your defined tolerances, a plan-rethink could be triggered.
What if that planning process saw leadership in a room with a series of sliders on the projection-screen moving a weighting, or target up or down; effecting changes across the entire organization. Increasing or decreasing risk, budget, human resources, or time. When integrated, these plans actually become simpler and lighter.
The Business Section of book stores is clogged-up with “process improvement” books, displayed like candy at the candy store. Clever names, great visuals, and wonderful case-examples, yet the real world never seems to see those improvements. Why is that? We think it's because these tools are too complicated, focused on unique organizations like Google, Apple or Southwest Airlines, and carefully crafted so that you have to hire the authors to make the methodology work! We don't think that's how “Best practices” should work.
What if we used our strategy to find the specific ‘nodes’ where improved processes will generate improved performance? What if we used simple, pragmatic tools to surgically address the specific needs? What if we tracked the changes to verify that we made a difference, and we don’t revert back to our ‘old ways’... Way too simple, right?
The reason our process improvements work – and continue long after we are gone, is because we use strategic priorities to focus on what matters, we simplify the tools you have read about, and we use your experience, skills, and data. We then integrate all the pieces to make a holistic solution, and most importantly, we transfer the skills into your organization. Like a tailor, we will work with your team to create the right solution for your organization, and then collaborate with you to make it work.