NumerousBaldrigeexaminers and consultants have expressed that most Baldrige applicants struggle with Category 4 (this one, MAKM) and Category 7 (Results) more than any other, yet these are two of a Strategy Execution System’s greatest strengths.

A cascading scorecard focuses on leading and lagging performance metrics for each level of the the Strategy.

The overall strategic objectives (via the mother strategies and annual objectives) showcase results or lagging metrics, and as one moves to the action items, these are typically focused on leading metrics or triggers that will impact the overall strategic objectives.

The MAKM assesses the organizational data collection plan for its data, information, and knowledge assets – including the selection, capture, analysis, management, and action around those (Framework, 2017). *Note: MAKM is not a Baldrige acronym; it was used for simplicity in this article.

1. Performance Measurement, Analysis, Review, and Improvement

How does the organization measure, analyze, and improve organizational performance (Framework, 2017)?

Measurement is built into the Strategy Execution System. The cadence of data updates can be as frequent as desired, ranging from manual updates to scheduled batch uploads to real-time data integration. Furthermore, the structure of the cascading scorecard partnered with regular catchball rounding andLean Six Sigma deploymentencourages continuous improvement cycles to drive action following the measure.

The visibility of the cascading scorecard also creates ease of transference to employee performance evaluations. Team members are taught and coached through problem-solving improvement efforts to ensure they have the knowledge and capability to drive change and sustain it following initial implementation.

2. Organizational Information and Knowledge Management

How does the organization ensure quality, timely, accessible data as well as identify and share best practices (Framework, 2017)?

The Organize stage of strategy execution teaches individuals how to identify and prioritize the essential and most relevant metrics. Data is often available, but accessing and translating that data into useful information can be a challenge, especially for large companies. Obtaining useful reports from the overworked information technology (I.T.) department can often be a challenge.

Organizational Hierarchy of Needs


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