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It is interesting to observe different companies striving to reach their destinations. And above interest, this presents a great opportunity to assess other companies and their way of handling issues, thus benefiting from a chance to compare one’s company and strategies with another’s.
Every company is based on a philosophy that expresses the essence of it. Google is one of the companies that has succeeded in achieving great acknowledgement for its work, based on an initial well-established philosophy. Starting as a merely small idea between two students at Stanford University in the year 1998, Google is now a multinational corporation that specializes in Internet-related services and products.
Four key concepts that the team behind the Henkel name have defined in order to ensure a successful implementation of their new strategy. Their main goal at the moment and for the years to come is to become a global leader in brands and technologies. Henkel was founded in 1876. Since then, the company has occupied leading positions in the consumer and industrial businesses with brands such as Persil, Schwarzkopf and Loctite. With over 46.000 employees worldwide, the company is highly focused on achieving results in all departments, thus being categorized as one of the most aligned German-based companies in the world.
Why using Strategy Maps alongside Balanced Scorecard? If your balanced scorecard does not use a strategy map, then your scorecard will remain an operational tool, rather than one of strategy communication and execution. A strategy map sits in front of its balanced scorecard. It is very important to understand that each balanced scorecard has a strategy map. Rather than, each strategy map has a scorecard behind it.
When managing an organization as large and as complex as the FBI, it’s not enough to have only a defined mission and a set of priorities. In order to turn it into an intelligence-driven, threat-based entity, a definitive strategy is required. After the 9/11 attacks, the FBI Director, Robert Mueller, published a list of priorities, which clearly showed that the Bureau’s intention to fight terrorism was the main priority. But the list was not enough for a long-term organizational change; therefore, a new strategy was needed.
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