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This article provides a concise description of the features of our scorecard for measuring performance - the Strategy Scorecard. It also outlines the five basic steps to follow in producing key performance indicators that are outcome-focused and strategy-drive.
September
2007, 'Strategic
Factors: Develop a Winning
Strategy'
appears in Leadership Excellence.
This article tells the story of how we developed the Strategic Factor System. It also demonstrates, in a succinct way, how by bringing stakeholders into management's thinking better strategies are produced.
August
2007, 'Operationalising the Key Stakeholder Concept in
Developing Competitive Strategy'. Professional Development
Workshop presented at the US Academy of Management
Conference in Philadelphia.
Conducted by Graham Kenny, the workshop demonstrated a theoretically rigorous and practically simple method, we call the Strategic Factor System, to develop effective competitive strategies for all organisations - no matter what their industry.
August
2007, 'Performance Measurement: Developing Non-Financial and
Leading Indicators'. Professional Development Workshop
presented at the US Academy of Management Conference in
Philadelphia.
The workshop was conducted Graham Kenny and showed an effective method for developing non-financial performance measures and leading indicators. The presentation demonstrated the Strategic Factor System's use in developing corporate key performance indicators via the case study, Main Roads Western Australia.
August
2006, 'Stakeholders
and Strategic Management'.
Presentation at the US Academy of Management Conference in
Atlanta.
(View presentation paper.)
In this presentation Graham Kenny explains how we developed the Strategic Factor System. It encapsulates a method that assists organisations to design competitive strategy and key performance indicators that are linked to strategy.
This article and excerpt from the book Strategic Planning and Performance Management shows how the conventional approach to selecting performance metrics can be haphazard. It also illustrates how to adopt a more effective method for developing key performance indicators (KPIs).
It analyses the failings of the Balanced Scorecard. The results from organisations that have adopted it demonstrate that its four perspectives are purely arbitrary and these lead to inadequate measurement. This article (previously published in Management) suggests a new perspective to replace it that leads organisations to develop effective outcome-focused key performance indicators. (139KB)
March
2005, 'Commodity-Price
Trap'
appears in Commodities & Trade to
Asia.
Having problems getting a good a price for your products overseas? Maybe they're seen as commodities says Graham Kenny. This article (previously published in Marketing) has been republished with a focus on Australian export commodities by Commodities & Trade to Asia (large pdf file - 229KB).
January
2005, 'Strategic
Planning and Performance
Management'
book launched internationally.
The book Strategic Factors: Develop and Measure Winning Strategy has gone international with its publication in the UK, US, Europe and other countries. Produced by the publishing giant, Elsevier/Butterworth-Heinemann, Graham Kenny's book, with a new title, finds its way onto British, American and European bookshelves. Graham's book becomes one of only a handful of Australian-authored management books to go international.Here's one international reviewer's comments:
"I find the framework presented by Graham Kenny to be a better alternative to the Kaplan and Norton 'balanced scorecard' approach to strategic management .... The practical advice and useful examples presented throughout make for a compelling and enlightening read. I thoroughly enjoyed this book."
Jon Down, PhD. Professor of Strategic Management, College of Business, Oregon State University
March
2004, 'Commodity-Price
Trap'
appears in Marketing.
Having problems getting a good a price for your products and services? Maybe they're seen as commodities says Graham Kenny. The article describes how this can happen in almost any industry and provides 12 suggestions for avoiding the commodity-price trap. (186 KB) Supplied courtesy of Marketing magazine. Phone 1800 804 160
Business growth is taken for granted, especially in public companies. It can serve so many interests. Graham Kenny helps you evaluate a range of growth options that could take your business to the next level. (109KB)
October
2003, 'Keeping
Up With The Jones'
appears in HR Monthly - the official magazine of
the Australian Human Resources
Institute.
(34KB)
'Strategy is becoming overused, misused and misunderstood' says Graham Kenny. The article describes what strategy really is and how a full understanding helps identify genuine strategic opportunities. (88KB)
March
2003, 'A
New Perspective'
appears in HR Monthly - the official magazine of
the Australian Human Resources Institute.
(79KB)
Graham Kenny analyses the failings of the Balanced Scorecard. The results from organisations that have adopted it demonstrate that its four perspectives are purely arbitrary and these lead to inadequate measurement. The article suggests a new perspective to replace it that leads organisations to develop effective outcome-focused key performance indicators. (139KB)
Graham Kenny explains the fundamental importance of having a strategic plan that is best practice and fully implemented. If not, company directors may be legally liable for consequent losses, including losses from missed opportunities. He provides guidelines for directors to follow. (26KB)
November
2002, 'Strategic
Liability'
appears in Management - the official magazine of the
New Zealand Institute of Management.
(88KB)
In his review Greg Latemore writes "This book provides a clear recipe for defining, implementing and measuring strategy...... The real strength of the book is its clarity, practicality and accessibility. I recommend it." (141KB)
As guest columnist, Graham Kenny discusses the 'crisis in strategy' that is preventing organisations from achieving their competitive potential. (20KB)
May
2002, Qantas
Talking Business
interviews Graham Kenny.
Peter Switzer, the host of Talking Business interviewed Graham and the results were broadcast to Qantas passengers throughout May via Qantas in-flight entertainment. (a transcript of this interview -30KB)
April
2002, The Australian Financial Review - Boss magazine
looks at the favourite books of some of our business
leaders.
Robert Scherini, Managing Director, Johnson and Johnson Medical says "I have also found some helpful insights in Strategic Factors (President Press), by an Australian, Graham Kenny....Management often gets caught up in the operational side of the business and doesn't devote sufficient time to implementation of strategy."
In his review, Understanding Strategy, Reg Birchfield writes "He's right of course. It is easier to focus on the home front and it's tempting to bow to internal pressure and deploy the latest gadgetry rather than keep managerial eyes firmly fixed on the wants and needs of customers, suppliers, owners and other stakeholders." (42KB)
One reason organisations underperform is that management lacks a common language, says Australian consultant and author Graham Kenny. Take the concept of strategy, for instance: "People can't talk to each other about such topics because there is no agreed definition.
"It's like having accountants sitting down to discuss financial issues and not having the same definition of an asset or a liability, or depreciation. Accounting would be chaos - and quite frankly, a lot of management is chaotic, because there is no clear understanding of what strategy is".Click here to read Vicki Jayne's article from the New Zealand Herald's website.
November
2001, 'Taking
a New Look At Competitive Advantage'
appears
in Company Director - the official magazine of the
Australian Institute of Company Directors.
(87KB)
September
2001 - Launch of Strategic Factors Network
Click here to read about it or join the Network - Its Free!
September
2001 - Strategic Factors: Develop and Measure Winning
Strategy - Official Launch of Book
"We're like the fly in the honey. We become entrapped by our own organisation. We become weighed down by policies, procedures, systems, processes and practices and they become our world. What's worse, they become the world. And, like the fly in the honey, we can't escape. If we're not careful, we become blinded to reality, the reality of what it takes to be successful..."
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