| Are you having trouble viewing this email? If so, click here to see it in a web browser. | | | | | | | | | | | | | JULY—AUGUST 2011 ISSUE | | Managing the Multiple Dimensions of Risk:
Part I of a Two-Part Series | | | Following his 2009 BSR article on risk and the Kaplan-Norton strategy execution framework, Robert Kaplan has conducted, with Anette Mikes, an extensive program of research, case-writing, and teaching on risk management. The two expanded the scope of their study beyond the financial sector and the failures leading to the 2007–2008 global financial crisis. Here, they identify three categories of risk and elaborate on the ways companies can identify and mitigate them, with particular emphasis on strategy execution risks. | | Testing, Monitoring, and Adjusting Strategic Objectives Through Data Analytics at
Northwestern Mutual | | | To get a better handle on causal relationships between strategy and operations—to know which actions will advance strategic themes and objectives—companies are increasingly turning to data analytics. Two years ago, Northwestern Mutual embarked on a data analytics project to understand key strategic drivers and to better identify and prioritize initiatives. Learn how the company deconstructed performance drivers and applied sensitivity analysis to gain important insights that would help it reap the most from its initiative investments. | | Align Your Stakeholder-Facing Functions to
an Influence Strategy | | | From marketing to customer service, the traditional stakeholderfacing functions are broken, argues Philip Sheldrake. Social media and the Internet have created a whole new dynamic interplay between companies and stakeholders. To meet the challenges of these new channels and capture the opportunities they present, companies need to rethink how they influence—and are influenced. Influence "flows" and an influence scorecard can help. | | | Building a Foundation for Successful Initiative Management at Federal Occupational Health | | | In any large organization, getting a new strategy off the ground can be dicey. In government, where the prevailing culture tends to resist change and where resources and leaders shift as administrations come and go, it can be especially so. Federal Occupational Health, a division of the U.S. Department of Health and Human Services, faced a further challenge with its largely contractor workforce. Solution: an initiative management program that streamlined initiatives and created structures and processes to prioritize and advance them. FOH even created early wins to garner support. | | | | | | | | ADVERTISEMENT | | | |  | | | | | | | | | | | | | | | UNSUBSCRIBE | UPDATE YOUR PROFILE | MORE EMAIL NEWSLETTERS | PRIVACY POLICY | | | | Was this email forwarded to you? If so, sign up to start receiving your own copy. | | | | ABOUT THIS MAILING LIST
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