Iti doresti o certificare in Project Management? Alege solutia care ti se potriveste, avem peste 20 de programe de pregatire! Iti doresti o certificare in Project Management? Acum poti alege solutia potrivita din cele peste 20 de progame de pregatire si certificare in Project Management! Iti putem oferi: Consultanta, Training, Implementare, pregatire pentru certificari internationale si nationale. Avem disponibile peste 20 de programe de pregatire: Managementul Proiectelor -

Incepe o noua serie de cursuri sub licenta Open University UK! Motive pentru care sa urmezi cursurile noastre: Cursurile sub licenta Open University au pregatit peste 25.000 de manageri din Romania in ultimii 23 de ani. Materiale actualizate si validate din punct de vedere academic de catre Open University. Calitate: The Open University Business School (UK) face parte din elita scolilor de business la nivel global (se situeaza intre primele 1% scoli de bussiness), fiind un pi

In luna mai incepe o noua serie de cursuri sub licenta Open University UK! Motive pentru care sa urmezi cursurile noastre: Cursurile sub licenta Open University au pregatit peste 25.000 de manageri din Romania in ultimii 23 de ani. Materiale actualizate si validate din punct de vedere academic de catre Open University. Calitate: The Open University Business School (UK) face parte din elita scolilor de business la nivel global (se situeaza intre primele 1% scoli de bussiness),

Mihai Ionescu - Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author Although this is not a new topic, we still see from time to time people asking questions about how to integrate the Strategic Performance and Risk. Rather than presenting all sorts of principles and theories, we'll take a more applicative and hands-on approach. Take a look at the diagram below (a picture worth a thousand words :) You can find the slide on Issuu (.pdf) at http://issuu.com/mih

Mihai Ionescu, Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author. This is the second part of this article. You can read the first part here. The BSC Knowledge & Know-how Quick Wins Even before the Strategy Management System based on the BSC framework goes live, there are a significant number of Knowledge & Know-how Quick Wins that are harvested before or during the implementation project. This article is focused on this type of Balanced Scorecard Quick Wins

Mihai Ionescu, Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author. The BSC Adoption Quick Wins Once implemented, the Strategic Management System based on the Balanced Scorecard framework produces significant & effective results within 1-3 years. However, the implementation provides several important Quick Wins, or 'low hanging fruits' if you like, immediately after the system goes live (within the first several months after launch). To name just a few: Impro

Mihai Ionescu, Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author. During several BSC implementation projects, I've been asked this very interesting question: 'What do we do with the achieved Objectives?' 'We keep them on the Strategy Map, together with the other Objectives' was the default answer. But is this the correct one? Let's look at the diagram below. So, we normally put the Objective P2 on the Strategy Map for the duration of the planning & executio

Mihai Ionescu - Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author. Strategy is defined at the intersection of two critical dimensions: Where-To-Play and How-to-Win there. If you didn't have the opportunity to listen Prof. Roger Martin presenting the Strategic Choices concept, or to read his reference book Playing to Win (Harvard Business Review Press, 2013, co-authored with A.G. Lafley), please invest a few minutes in listening to this quick introduction: T

Mihai Ionescu - Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author. You might have encountered the term Strategic Horizon in all sorts of circumstances, being interpreted in different ways. From the Strategy Formulation point of view, it is only one thing: The time-frame for which we define our Strategy. It's the current segment of our strategic journey that ends at a point in time called the Strategic Destination, where we evaluate the final success of our

Mihai Ionescu - Senior Strategy Consultant, Owner Balanced Scorecard Romania, Author. I have to admit that I'm more than fed up with all sorts of publicly-expressed opinions that associate OKR (Objectives and Key Results) with Strategy Management or Strategy Execution. I'm talking about statements like this: 'OKR is a great way to connect strategy with execution on a company and team level' 'OKRs are meant to set strategy and goals over a specified amount of time for an organ