Author Archive
Resource Projection Best Practice 3 – Controlling Assumption Changes
Standardized activity resource assumptions enable decision-makers to anticipate the quantity and type of resources needed to perform approved work; facilitating selection between competing alternatives, long-term resource planning, day-to-day scheduling, and performance measurement. Over time however, personnel, process, and business environment changes will necessitate reevaluation and alteration of the organization’s standardized activity assumptions. To accommodate these [...]
Read moreDecision-Making Best Practice 4 – Identify the Target
Decision-makers and implementers must clearly understand the desired opportunity or problem outcomes in order to effectively select and execute appropriate actions. Without a well defined focal point, decision-makers and implementers risk selecting and performing either inefficient or inappropriate actions; expending resources on low value adding activities thereby diminishing an opportunity’s benefits or increasing a problem’s [...]
Read moreNew Model Release – Information Development Model
StrategyDriven contributors are pleased to announce the release of our sixth model: Information Development Model. This model illustrates the evolution of raw statistical data collected from business operations and the marketplace into highly refined information that provides executives and managers with the insights necessary to set strategic direction and establish day-to-day priorities. The Information Development, [...]
Read moreOrganizational Accountability – Evaluating Organizational Culture
While it might sound cliche, there exists a significant truth to the phrase, actions speak louder than words. As individuals, we all hold certain values, beliefs, and biases which guide our decisions and subsequently our actions. So strong and yet so unperceivable are these convictions that on a day-to-day basis our reactions and responses to [...]
Read moreStrategic Analysis Best Practice 4 – Independent Assessors
An individual’s perception of circumstances and events is largely shaped by his/her knowledge and experience, beliefs, values, and biases. In the organizational setting, this perception is influenced by the organization’s shared history, its culture, and the individual’s relationships with seniors, peers, and subordinates. Additionally, event perception is often limited by the individual’s finite, relevant knowledge [...]
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