How strategy execution maps guided Cisco System’s Sales Incentive Compensation plan

2016 ◽  
Vol 44 (6) ◽  
pp. 25-34 ◽  
Author(s):  
Sayan Chatterjee ◽  
Venkat Narayanan ◽  
William Malek
Keyword(s):  
Business Strategy ◽  
Business Processes ◽  
Lessons Learned ◽  
Incentive Compensation ◽  
Strategy Execution ◽  
Content Type ◽  
It Systems ◽  
Compensation Plan ◽  
Strategy Map ◽  
Sales Compensation

Purpose This article describes an approach to strategy execution using lessons learned from improvement efforts to the sales incentive compensation (SIC) business processes and IT systems in Cisco Systems. Design/methodology/approach This case outlines an alternative approach to strategy execution–a COAR strategy map methodology– illustrated with lessons learned from efforts to improve the sales incentive compensation business processes and IT systems in Cisco Systems.” Findings By following a structured and systematic process, organizations can implement a process for strategy execution that is effective and repeatable. In executing strategy, stay focused on how to translate the decisions taken while defining business strategy into operations. As business strategy changes, elements of the strategy execution must change as well. Research limitations/implications This case is primarily a guide to strategy execution and is not meant to be a prescription for a cutting edge sales compensation plan. Practical implications Although the examples used in this article relate to SIC business processes, the lessons learned can be applied to strategy execution in general. Originality/value It is this “peek forward” into a virtual execution setting, and the opportunity to use it as a scenario-like tool to test alternatives, that increases the likelihood that managers will devise a stable and executable strategy.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

scholarly journals Sustaining open innovation through a “Center of Excellence”

2019 ◽  
Vol 47 (3) ◽  
pp. 19-26 ◽  
Author(s):  
Elizabeth E. Richard ◽  
Jeffrey R. Davis ◽  
Jin H. Paik ◽  
Karim R. Lakhani
Keyword(s):  
Open Innovation ◽  
Business Strategy ◽  
Pilot Scale ◽  
Lessons Learned ◽  
Cultural Issues ◽  
Content Type ◽  
Center Of Excellence ◽  
And Performance ◽  
Time Required ◽  
The Right

Purpose This paper presents NASA’s experience using a Center of Excellence (CoE) to scale and sustain an open innovation program as an effective problem-solving tool and includes strategic management recommendations for other organizations based on lessons learned. Design/methodology/approach This paper defines four phases of implementing an open innovation program: Learn, Pilot, Scale and Sustain. It provides guidance on the time required for each phase and recommendations for how to utilize a CoE to succeed. Recommendations are based upon the experience of NASA’s Human Health and Performance Directorate, and experience at the Laboratory for Innovation Science at Harvard running hundreds of challenges with research and development organizations. Findings Lessons learned include the importance of grounding innovation initiatives in the business strategy, assessing the portfolio of work to select problems most amenable to solving via crowdsourcing methodology, framing problems that external parties can solve, thinking strategically about early wins, selecting the right platforms, developing criteria for evaluation, and advancing a culture of innovation. Establishing a CoE provides an effective infrastructure to address both technical and cultural issues. Originality/value The NASA experience spanned more than seven years from initial learnings about open innovation concepts to the successful scaling and sustaining of an open innovation program; this paper provides recommendations on how to decrease this timeline to three years.

Strategy maps: the essential link between the balanced scorecard and action

2015 ◽  
Vol 36 (2) ◽  
pp. 34-40 ◽  
Author(s):  
Rainer Lueg
Keyword(s):  
Balanced Scorecard ◽  
Strategy Execution ◽  
Content Type ◽  
Strategy Maps ◽  
The Balanced Scorecard ◽  
Top Managers ◽  
Action Strategy ◽  
Recent Developments ◽  
Balanced Scorecards ◽  
Strategy Map

Purpose – The purpose of this paper is to show how the use of Strategy Maps substantially improves the implementation success of balanced scorecards (BSC). The BSC is supposed to translate strategy into action. Strategy maps support this by showing cause-and-effect chains. But what does this mean for strategy execution in practice? To achieve better BSC implementations, the author uncovers pitfalls and names the remedies. Design/methodology/approach – The author summarizes the most important findings from initially over 1,000 studies that have dealt with the BSC from 1992 to 2012. Findings – BSC implementations that use a sophisticated Strategy Map appear to be successful. Strategy maps foster a better understanding of the BSC among employees, create greater commitment and less resistance and are superior to the BSC itself in communicating how to achieve strategic goals. Also, strategy maps facilitate managers’ evaluation of the relevant environment. Nevertheless, the common measure bias is a usual pitfall: top managers have a tendency to use their own strategic targets as a yardstick for lower-level employees. Originality/value – This paper helps managers understand the most recent developments on strategy maps. In particular, the author highlights that causalities do not exist in organizations in the same way as there are “laws” in physics. Instead, organizations need to customize their BSC to their way of doing business.

scholarly journals Big data and risk management in business processes: implications for corporate real estate

2019 ◽  
Vol 26 (5) ◽  
pp. 1141-1155 ◽  
Author(s):  
Enrico Battisti ◽  
S.M. Riad Shams ◽  
Georgia Sakka ◽  
Nicola Miglietta
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Big Data ◽  
Real Estate ◽  
Business Strategy ◽  
Process Management ◽  
Business Processes ◽  
Content Type ◽  
Data Intensive ◽  
Corporate Real Estate

Purpose The purpose of this paper is to improve understanding of the integration between big data (BD) and risk management (RM) in business processes (BPs), with special reference to corporate real estate (CRE). Design/methodology/approach This conceptual study follows, methodologically, the structuring inter-textual coherence process – specifically, the synthesised coherence tactical approach. It draws heavily on theoretical evidence published, mainly, in the corporate finance and the business management literature. Findings A new conceptual framework is presented for CRE to proactively develop insights into the potential benefits of using BD as a business strategy/instrument. The approach was found to strengthen decision-making processes and encourage better RM – with significant consequences, in particular, for business process management (BPM). Specifically, by recognising the potential uses of BD, it is also possible to redefine the processes with advantages in terms of RM. Originality/value This study contributes to the literature in the fields of real estate, RM, BPM and digital transformation. To the best knowledge of authors, although the literature has examined the concepts of BD, RM and BP, no prior studies have comprehensively examined these three elements and their conjoint contribution to CRE. In particular, the study highlights how the automation of data-intensive activities and the analysis of such data (in both structured and unstructured forms), as a means of supporting decision making, can lead to better efficiency in RM and optimisation of processes.

Region-specific guidelines to encourage SMEs to use high performance computing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sergio Botelho Junior ◽  
Bill O’Gorman
Keyword(s):  
High Performance Computing ◽  
High Performance ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Lessons Learned ◽  
Regional Government ◽  
The South ◽  
Content Type ◽  
East Region ◽  
Performance Computing

Purpose This paper aims to explore high performance computing (HPC) in the context of the South East region of Ireland, which hosts a publicly available HPC infrastructure, by identifying whether companies, especially small and medium enterprises (SMEs), are using, or are prepared to use, HPC to improve their business processes, expansion and sustainability. The result of the analysis provides region-specific guidelines that are meant to improve the HPC landscape in the region. The lessons learned from this research may apply to other similar, and developing, European regions. Design/methodology/approach This paper explores the use of HPC in the context of the South East region of Ireland and examines whether companies, especially SMEs, are benefiting from the use of publicly available HPC infrastructure in the region. This paper also provides a set of recommendations, of a policy nature, and required actions to increase HPC usage, based on the reality of the region. Therefore, the first step in the process was to understand the HPC landscape in the South East region of Ireland. Interviews were conducted with higher education institute (HEI) staff who were knowledgeable about the HPC infrastructure of their institutes and also about whether collaboration between the HEIs and businesses from the same region exists. The interview findings allowed the proposal of region-specific guidelines to improve the HPC landscape and collaboration in the region. The guidelines were analysed and refined in a focus group with key regional stakeholders from academia, industry and government, who have experience and expertise in high-technology transfer processes happening in the region. Findings The findings of the current study strongly suggest that HPC usage by SMEs in the South East region of Ireland is still incipient; and that HPC knowledge is currently inadequately transferred from the HEI hosting the HPC infrastructure to public and private sector organisations based in the region. The findings also demonstrate that there are no courses or training programmes available dedicated to HPC and that the level of collaboration between the HEI hosting the HPC infrastructure and industry in the region is minimal as regards HPC usage and projects. Therefore, there is a need to put specific targeted policies and actions, both from a regional government and HEI perspectives, in place to encourage SMEs to optimise their processes by using HPC. Originality/value This research is unique as it provides customised region-specific recommendations (RSR) and feasible actions to encourage industry, especially SMEs, to use HPC and collaborate around it. The literature review identified that there is a lack of studies that can inform policymakers to include HPC in their innovation agenda. Previous research studies specifically focussing on HPC policies are even more scarce. Most of the existing research pertaining to HPC focusses on the technical aspect of HPC; therefore, this research and paper bring a new dimension to existing HPC research. Even though this research was focussed on the South East of Ireland region, the model that generated the RSRs can be extrapolated and applied to other regions that need to develop their HPC landscape and the use of HPC among SMEs in their respective regions.

Salesforce Compensation: An Empirical Investigation of Factors Related to Use of Salary versus Incentive Compensation

1989 ◽  
Vol 26 (1) ◽  
pp. 1-14 ◽  
Author(s):  
George John ◽  
Barton Weitz
Keyword(s):  
Transaction Cost ◽  
Empirical Investigation ◽  
Incentive Compensation ◽  
Analysis Framework ◽  
Industrial Firms ◽  
Management Literature ◽  
Compensation Plan ◽  
Sales Compensation ◽  
Salesforce Compensation

The transaction cost analysis framework is integrated with prescriptions from the sales management literature to develop a model that indicates the role of salary in a sales compensation plan for industrial firms. The descriptive power of the model is examined by surveying compensation practices in 161 firms. The results indicate that the transaction cost framework is somewhat useful in describing the use of salary, but the framework does not consider some important aspects guiding salary versus incentive compensation decisions.

A model for sharing knowledge in architectural firms

2014 ◽  
Vol 14 (2) ◽  
pp. 168-185 ◽  
Author(s):  
Joseph Bashouri ◽  
Glen William Duncan
Keyword(s):  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Information And Communication Technologies ◽  
Business Strategy ◽  
Lessons Learned ◽  
Firm Innovation ◽  
Content Type ◽  
Conversational Learning ◽  
Information And Communication ◽  
Architectural Firms

Purpose – This theoretical paper aims to develop a model of how best to facilitate projects knowledge sharing within architectural firms to learn from lessons and improve the firm innovation capabilities, knowledge and skills. Design/methodology/approach – A conceptual framework is developed by reviewing the literature in the fields of knowledge management (KM), the project-based organisation and communities of practice (CoPs) and linking these to the literature on the architectural firm. Findings – In the architectural firm, KM strategy needs to be linked to the overall business strategy determining the balance of codification/personalisation. The firm needs to be structured as a double-knit organisation connecting projects with CoPs. This structure creates a social network that allows sharing the useful and innovative knowledge created through the design process. Success depends on building a knowledge environment, providing organisational support and building a learning architecture within projects. A balanced combination of information and communication technologies, lessons-learned, storytelling, conversational learning and dialogue are needed as knowledge sharing methods. Originality/value – This paper's originality is in constructing a conceptual framework or model for knowledge sharing within the architectural firm with CoPs at the heart of that model. This paper is valuable to any architectural practice that aims to protect its reputation, improve its performance and increase its innovative knowledge base. It is also valuable to the construction industry by helping to minimise design mistakes and the consequent cost of construction rework.

scholarly journals A practitioner’s guide to the design of strategy map frameworks

2018 ◽  
Vol 30 (3) ◽  
pp. 334-351 ◽  
Author(s):  
Syrus Islam
Keyword(s):  
Balanced Scorecard ◽  
Future Research ◽  
Strategy Execution ◽  
Design Features ◽  
Content Type ◽  
Strategy Maps ◽  
Measurement Framework ◽  
Map Design ◽  
Prior Literature ◽  
Strategy Map

Purpose The purpose of this study is to synthesise the prior literature on strategy maps to develop a practitioner’s guide to the design of strategy map frameworks. Robert Kaplan and David Norton introduced the strategy map in their 2000 Harvard Business review article. A strategy map visually represents how the critical elements of an organisation’s strategies are linked together. In an organisation’s strategy execution process, a strategy map complements a performance measurement framework such as the balanced scorecard. Design/methodology/approach This is a technical paper, which primarily builds on the prior literature on the strategy map design. In particular, this study reviews 41 publications on strategy maps in the period 2000-2015, including observation of 333 strategy map frameworks. Findings This study develops 14 design principles across seven features of a strategy map framework. This study also identifies a significant lack of empirical research on strategy map design features and principles. Research limitations/implications Future research could examine whether and why various design features and principles could exert different or same effects (e.g. decision-relevance). Practical implications The developed design features and principles can be used by practitioners as guidance for developing customised strategy maps for their organisations. Originality/value This paper contributes to the literature by serving as a “one-stop shop” for both practitioners and researchers seeking a comprehensive understanding of the current state of the strategy map design features and principles.

Business process management: a maturity assessment of Saudi Arabian organizations

2016 ◽  
Vol 22 (3) ◽  
pp. 507-521 ◽  
Author(s):  
Omar AlShathry
Keyword(s):  
Saudi Arabia ◽  
Business Process ◽  
Business Strategy ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Saudi Arabian ◽  
Mena Region ◽  
Content Type ◽  
Maturity Assessment

Purpose – Business Process Management (BPM) has become increasingly common among organizations in different industries. There is very limited research on the application of BPM in the MENA region and particularly in Saudi Arabia. The purpose of this paper is to provide empirical maturity assessment for selected Saudi Arabian organizations from broad range of industries. Findings showed that there is notable variability of BPM perception within the functional groups of the sample organizations. Organizations with holistic business strategy and resilient change management procedures showed more adherence to BPM practices than those with functionally driven or ad-hoc BPM initiatives. Design/methodology/approach – In this empirical study, structured interviews were undertaken with selected business functions owners from ten Saudi organizations. All selected organizations resides in the city of Riyadh with most of them having local and regional branches. The selection of the organization followed non-probability sampling technique whereby the selected organizations were those seemed easy to access and showed willingness to participate in the research. The sample organizations included different types of businesses in different industries. Even though the purpose of the study is not applicable to a particular industry type or sector, variety of business domains and variability in organizations size were considered in the selection process. Table 1 shows an overview of the organization business sector. Findings – This research investigates the current status of BPM implementation among Saudi Arabian organizations. Although there is positive favour towards BPM concepts among Saudi organizations, it seems that the practical understanding of BPM is yet to be matured. One of the noticed findings from the survey is the apparent sharp disjoint between information technology (IT) and business strategy. This segregation, from a BPM perspective, created two variants of BPM understanding; a business variant related to designing and managing business operations, and the IT one which focusses on configuring and installing BPM systems. There is a lack of a holistic view of business processes and its associated activities within an organization. Most surveyed organizations have either no clear business strategy or it is too complicated the thing that make it difficult to integrate it with BPM initiatives. Some organizations have no defined process owners for their main core business processes neither there are measurable goals for their performance. Their main BPM endeavour is mainly focused on the process activities rather than the process output and performance. Originality/value – This is the first research paper that provides empirical research on the status of BPM in the MENA region and particularly in Saudi Arabia.

scholarly journals Managing environmental building performance through IT systems

Facilities ◽  
2019 ◽  
Vol 38 (3/4) ◽  
pp. 235-251 ◽  
Author(s):  
Esmir Maslesa ◽  
Per Anker Jensen
Keyword(s):  
Building Materials ◽  
Business Processes ◽  
Facilities Management ◽  
Building Performance ◽  
Content Type ◽  
Space Management ◽  
It Systems ◽  
Maximum Variance ◽  
The Uk ◽  
Portfolio Size

Purpose This paper aims to disclose the role and features of various IT systems for environmental building performance (EBP) in facilities management. Design/methodology/approach The study focuses on IT systems used for facilities management in four organisations. The study is based on a maximum variance case study in which the selected organisations have different organisation type and portfolio size. Three organisations are from Denmark and one is from the UK. Findings Several IT systems can be used for managing EBP. EBP in IT systems is primarily reflected through energy management, with specific focus on monitoring and reporting electricity, heating and water consumption. Furthermore, greenhouse gas emissions related to energy consumption can be calculated in some IT systems, while other environmental categories like building materials and recycling potentials are not adequately supported by the systems covered in this study. Some IT systems offer additional features relating to EBP, such as waste management and space management, but the study shows that these features are not demanded at the current point. Practical implications The results can be used to support decision-making in organisations to improve EBP in facilities management by IT systems. Originality/value This study contributes with new knowledge on how IT systems are used in different organisations for managing EBP. The paper also shows how various IT systems can add value to real estate organisations and facilities management departments and support their business processes relating to EBP.

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