Balanced scorecards have been around for twenty years, and many businesses, government, and nonprofit organizations use a balanced scorecard system. These systems have evolved from simple KPI scoring solutions to sophisticated integrated strategic planning and management systems.

This workshop will go beyond the basics, to explore how scorecard systems can be improved and made more robust, how they can be used to align employees to organization mission and vision, how they can be used to measure and mange strategy execution, and how a scorecard system can be used as the organization's LEAD-THINK-PLAN-ACT strategic management system.

Workshop Topics:

• How to think, plan, and act strategically -- align the work people do with a shared vision of the future
• Turn the strategic elements you already developed into an integrated planning and management system
• Map your organization's strategy to show how you create value for your customers
• Develop meaningful performance measures and targets for strategy and operations
• Identify and prioritize strategic initiatives, to focus your organization on what matters most
• How the balanced scorecard supports ASP's Lead, Think, Plan, and Act framework

Workshop Take-Aways:

• Understand how the key components of a robust scorecard system -- vision, change leadership, strategy map, strategic performance measures and targets, strategic initiatives, and employee alignment work together to produce a stronger strategic planning and management experience
• Learn how to start from where you are, and build a robust scorecard system in a few months
• Learn how to map your strategy and align employee performance to vision and mission
• Learn techniques for advanced performance measurement development and target setting
• Learn how to prioritize your initiatives, to focus on the most important things
• Learn how to build change management into your scorecard system

Nothing deflates a leadership team faster than having a strategic plan fail within the first year. While there is no way to guarantee a strategy will succeed, the presenter argues the probability of success increases by mining the broad practical wisdom found at the intersection of strategic management theory and practice. The importance of building, refining and selectively deploying a robust "strategic management tool kit" versus relying on one strategic planning model alone will be recommended. Special emphasis will be given to facilitating a conversation related to five primary strategic planning failure points. All participants will leave the session with a broader and deeper understanding of what it takes to build success into their own strategic planning and management practice.

The field of Strategic Planning is now Strategic Management and ASP has highlighted these changes in its logo and its Standards and Certification Program. The rubric is now Lead-Think-Plan-Act.

This new definition of the field of Strategic Planning into Strategic Management is essential for any CEO, senior executive, or strategist at any level. Yes, it is also essential to know to pass the ASP Exam on the afternoon of this session.

During this session, the new Strategic Management Field's Body of Knowledge for the 21st century will be covered. There will be a special emphasis on the following areas:

1. The new Leadership Roles required of Chief Executives in all sectors, senior management as well as Strategic Planners at all levels, both the new Strategic Management Professional (SMP) and Strategic Planning Professional (SPP) designations
2. The key but elusive concept of Strategic Thinking that is desired by everyone in today's dynamic and global world. IT will be demystified and clarified in order to give all attendees a simple way to ALWAYS think strategically; in their jobs, career and life.
3. The way Strategic Planning is now conducted radically different since Minzberg's Strategy Safari book debunked the entire Strategic Planning field more than a decade ago.
4. How Strategic and Cultural Change are now part of the field of Strategic Planning as we all look for successful execution in this confusing world of ours (With the research showing only 25% of all Strategic Plans are effectively implemented).