Leading Strategy Implementation: from strategic maps to key indicators

Information session: Leading strategy implementation
Barcelona, Tuesday 21st, February, 7.30 pm

Online register

Participants on this programme will acquire the necessary knowledge and tools to:  

• Lead the strategy implementation process in their company, managing any resistance to change which may occur. 
   
• Design the company's strategic map and scorecards and, based on them, establish their company's value proposition.  
   
• Identify and define the key performance and risk indicators which are linked to their current and future core business.  
   
• Use strategic indicators in operational indicators, reaching individual indicators and aligning the company workforce with the strategy.  
   
• Design and introduce initiatives and projects in keeping with strategic priorities, eliminating costs related to redundant or non-priority projects.  
   
• Develop variable compensation systems linked to indicator systems. 

The programme is useful both for companies keen to improve the implementation of their indicator systems and those considering designing one. It is particularly aimed at owners, CEOs and departmental directors of all types of companies.
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Given the programme's focus on designing projects and implementing strategies, and taking into account the multidisciplinary nature of such projects, the participation of more than one director from the same company is highly recommended.

At a time when some companies are recovering from a crisis situation, the economic climate remains highly volatile. Given this context, the key priority of management teams is excellent, flexible and strategy-consistent implementation.

This implementation should involve lessons learnt from the crisis, such as the need to define early warning financial indicators, the need to include risk management in each and every strategic project, and a flexible execution of the strategy which will require the inclusion of indicator systems and processes.

The programme is highly practical with a project-oriented business strategy implementation and the definition and introduction of its strategic and operational indicators, developing both key performance indicators and key risk indicators. The open and integrated approach also places emphasis on the indicator system implementation process and on the adaptation of the process to each company's needs and culture.
 

Participants increase the value created by their companies by building management systems and indicators based directly on the strategic direction and growth objectives. They learn to identify cause-and-effect relationships that impact the organization's ability to generate results.

DAY ONE

• Indicators and scorecards. From the balanced scorecard to a new model of indicator system.
• Key Performance Indicators (KPI), Key Risk Indicators (KRI) and Early Warning Indicators.
• Model for the design and implementation of a scorecard: strategic maps and strategic indicators. Cost reduction strategies. Value proposition.
• The process approach. Processes and indicators as “two sides of the same coin”.

• Variable compensation systems: management and compensation indicators. Stages for the design and implementation of a compensation policy linked to an indicator system. 
• Model for the design and implementation of a scorecard: use of strategic indicators in operational indicators.  
• Review of business performance and planning of improvements. The new profile of management committees.
• Organisational change management associated to the strategy implementation process.  
  
   

Program Director Barcelona

see CV

Barcelona