Your Course of Study
In Driving Corporate Performance, you will learn how successful companies are taking full advantage of today's control systems to achieve breakthrough performance even in the face of challenging economic conditions. As you progress through a rich learning experience that incorporates faculty lectures, case studies, and group discussions, you will discover how to link strategy to scorecards, systems, structure, and governance, and in turn, create essential performance management and control systems for your organization.
Specific topics include:
Balanced Scorecard Strategy Maps
- Integrating the four perspectives of the balanced scorecard (BSC) concept into a measurable cause-and-effect framework for articulating value-creating strategies
- Defining and measuring your differentiated value proposition for targeted customer segments
- Understanding the principles behind a strategy-focused organization
- Creating a blueprint to align people, processes, and information technology for superior performance
Risk Management Process
- Examining how leaders cope with the tensions inherent in risk and crisis management, particularly when shareholders and stakeholders have different perspectives
- Using a risk exposure calculator to gauge your company's level of risk by assessing growth, culture, and information management
- Applying a profit wheel model to monitor the flow of operating profit through your business and to determine the economic value of its strategy
- Analyzing the evolving role of enterprise risk management in your company, from control systems to strategic partnerships
Activity-Based Cost Management
- Augmenting the traditional cost management model with the more powerful time-driven activity-based costing (ABC) model
- Integrating ABC management with budgeting and reporting
Accountability Systems for Effective Business Management
- Managing tensions among profit, growth, and control
- Using an action-oriented roadmap to develop crucial control system tools
- Integrating the latest performance measurement and control techniques with the new realities of competition, strategy, and organizational design
Alignment of Intangible Assets with Strategy
- Linking the organization's intangible assets to sustainable competitive advantage
- Applying BSC tools to measure these assets and their contributions to successful strategy execution
- Aligning internal capabilities, processes, and actions with strategy to maximize customer satisfaction
Customer Relationship Management for Profitability
- Improving management control of outsourced and customer alliances
- Distinguishing profitable from unprofitable customer relationships
- Transforming relationships for greater profitability
- Developing a strategy for translating a source of customer value into a sustainable revenue stream
"This program provided the tools for me to implement a full corporate strategy—with complete strategy maps and Balanced Scorecards for the corporation and by divisions. In one week, I learned more relevant information that provided instant impact to our company than most people do in much longer programs. The HBS faculty, facilities, and learning environment are second to none."
Kraig Vondran [Chief Financial Officer], Farrar Corporation, U.S.