The Emerging Office of Strategy Management

Harvard Business Review, October 2005

Organizations rarely get started with a fully-functioning Office of Strategy.

After a string of successes in the 1990s, Chrysler hit an innovation dry spell. The economic down-turn, rising costs and encroaching imports led to a forecasted CY2001 deficit of more than $5 billion.

A new CEO, Dr. Dieter Zetsche, took charge. He worked with Bill Russo, vice president of business strategy, and the executive team, to craft a new strategy that featured both sharp cost cutting in the short-term (reducing the actual CY2001 deficit by $3 billion) and substantial investments to create great new products.

Russo's strategy group worked with the executive team to translate the strategy into a Balanced Scorecard. The group then served as trainer and consultant to help Chrysler's business and support units create local scorecards, aligned with corporate objectives, and customized to their local operations.

Once this initial phase of design and cascading had been completed, Russo's group maintained responsibility for the data collection and reporting processes for the scorecard. This was a typical evolution for a Balanced Scorecard project.
Read on.....

Mr. Russo's efforts are described starting on page 4 of the Slideshare document:

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