Balanced Scorecard and OKRs

Qué suele abarcar

1. 1

   From Strategy to Performance

   • Why Strategy Fails to Reach the Front Line
   • Objectives, Measures, Targets and Initiatives
   • Two Tools, Two Jobs: Scorecards and OKRs
   • Where Scorecards and OKRs Sit in the Management System
2. 2

   The Four Perspectives of the Balanced Scorecard

   • Why Financial Measures Are Not Enough
   • The Financial Perspective
   • The Customer Perspective
   • The Internal Process Perspective
   • The Learning and Growth Perspective
3. 3

   Strategy Maps

   • What a Strategy Map Shows
   • Reading a Strategy Map: A Worked Example
   • Drawing Your First Strategy Map
   • Testing the Logic of a Strategy Map
4. 4

   Building and Using the Scorecard

   • Choosing Measures for Each Objective
   • Setting Targets and Thresholds
   • Linking Strategic Initiatives to Objectives
   • Cascading the Scorecard to Departments
   • Running a Scorecard Review Meeting
5. 5

   Writing Objectives and Key Results

   • The Anatomy of an OKR
   • Writing Strong Objectives
   • Writing Measurable Key Results
   • Committed and Aspirational OKRs, and Scoring
   • Aligning OKRs Across Teams
6. 6

   Running OKRs and Bringing It Together

   • The Quarterly OKR Cycle
   • Weekly Check-ins and the End-of-Quarter Review
   • Using the Balanced Scorecard and OKRs Together
   • Common Pitfalls and Your First Ninety Days