Kim Warren on Strategy

Strategy insights and living business models

· Briefing

Strategy Dynamics Briefing 24: Resource quality: understanding attributes

The briefings up to this point have put together the basic elements of the simple core system of how an organization functions and delivers performance that changes over time. This picture with numerical information on its performance is often enough to see big improvement opportunities. However, there is much more opportunity to use strategy dynamics to improve performance…

Kim Warren

causal relationships, performance over time, Resource quality, Sector-specific resources and attributes, Understanding attributes

· Briefing

Strategy Dynamics Briefing 23: Generic Architectures

The balanced scorecard has transformed the way in which organizations track and steer their performance, and is now a popular tool among large companies. (See Kaplan, R. and Norton, D. 1996. The Balanced Scorecard, Harvard Business School Press, Boston, MA. See also www.balancedscorecard.org.)
What important advances over traditional reporting approaches does it offer?

Kim Warren

balanced scorecard, causal relationships, consulting firm, generic architecture, measuring and managing soft issues, performance tracking, strategy maps

· Briefing

Strategy Dynamics Briefing 14: A "spreadsheet" view of resource accumulation

Briefings 11-14 talk about ‘accumulating resources’. At one level, this concept may seem rather simple and obvious – ‘So what?’ you may ask yourself. Well, it’s monumentally, massively important, and while it may be obvious in itself, its consequences are truly staggering.

Kim Warren

causal relationships, customer resource, mapping and modeling software, resource accumulation, restaurant example, staff, time-charts

Strategy Dynamics Essentials

Strategy Dynamics Essentials book cover

Strategic Management Dynamics

Strategic Management Dynamics - cover image