| Are you having trouble viewing this email? If so, click here to see it in a web browser. | | | | | | | | | | | | | MARCH - APRIL 2010 ISSUE | | | A Bottom-Up Approach to National Governance | | | Around the world, more and more governments — federal, provincial, and municipal — are recognizing the power of the strategy map and the Balanced Scorecard in helping shape social and economic goals. Few efforts have permeated any society as deeply as the Renaissance Initiative has in the Philippines. The author, a leader in this initiative and a leading proponent of public- and private-sector governance throughout East Asia, recounts the remarkable transformation that is taking place in his nation. | | | Boosting Performance — and Performance Management — with Driver-Based Budgeting and Research-Based Analytics at Louisiana Workers' Compensation Corporation | | | With strategy management discipline and fact-based decision making, a company can perform impressively in even the toughest business environment. So it is with Louisiana Workers' Compensation Corporation (LWCC), Louisiana's largest workers' compensation insurer. From an initial loan of $5 million in 1992, LWCC's invested assets have grown to $1.2 billion, and for eight straight years (during which Hurricane Katrina struck), the company has won a top-50 profitability ranking among the nation's 3,000 property-casualty insurers. LWCC's steady ascendancy is, according to the author, a direct result of and coincident with its adoption of the BSC — and of its disciplined use of driver-based budgeting and analytics. | | | Using Dashboards to Revolutionize Your Performance Management System, Part 2: Implementation | | | Besides clarifying the differences between dashboards and scorecards, Part 1 of this article (BSR January–February 2010) discussed two major approaches to dashboard design: bottom-up and top-down. Here, Mark Lorence examines three key considerations of dashboard implementation, offering valuable do's and don'ts from actual implementation projects. | | | Clash of the Titans: Managing the Strategy-Finance Tension to Advance Your Organization's Performance | | | Strategy execution is difficult in the best of times. It takes focus, agility, and the ability to make hard decisions, including making tradeoffs between short-term financial decisions and long-term strategic goals. In tough economic times — amid falling profits, staff reductions, and increased financial pressures from every angle — strategy becomes secondary for many organizations; survival becomes the imperative. The tension that has always existed between the strategy function and the finance function — a healthy checks-and-balances tension — becomes aggravated. How can companies control that natural, but escalating, tension so that they can adapt to volatile times without losing sight of their long-term strategy? | | | | | | | | ADVERTISEMENT | | | |  | | | | | | | | | | | | | | | | | | | Copyright © 2010 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved.
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