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Aligning the Financial and Operational Drivers of Strategic Success

  • David Wiraeus
  • James Creelman
Chapter

Abstract

In the next two chapters, we explain how to execute strategies. As explained in the previous chapter, the Balanced Scorecard system will not implement itself—it is simply the plan. Implementing strategy is through the delivery of the chosen initiatives, (covered in the next chapter) as well as through strategically aligned process improvements (which we deal with in this chapter). To identify process improvements, we must first align operations to strategy, which also comprises better linkage to financial plans (budgets being the financial component of the annual operating plan) (Fig. 7.1).

References

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    Howard Anderson, 10 Reasons why Motorola Failed, Network World, 2008.Google Scholar
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    Rick SMith, Is Six Sigma Killing Your Company’s Future? Forbes, June 2014.Google Scholar
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    Andrease de Vries, Is the Budgeting Process Still Fit-For-Purpose, Strategically Speaking, Palladium, August 2015.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • David Wiraeus
    • 1
  • James Creelman
    • 2
  1. 1.Stratecute GroupGothenburgSweden
  2. 2.Creelman Strategy AllianceLondonUK

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