The Influence Scorecard – influence performance management Philip Sheldrake www.philipsheldrake.com @sheldrake Author The Business of Influence: Reframing Marketing and PR for the Digital Age www.influenceprofessional.com Founding Partner, Meanwhile www.andmeanwhile.com 1 AMEC – The Big Ask London, 17 th November 2011
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The Influence Scorecard – influence performance management Philip Sheldrake @sheldrake Author The Business of Influence: Reframing.
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The Influence Scorecard –influence performance management
Philip Sheldrakewww.philipsheldrake.com
@sheldrake
Author
The Business of Influence: Reframing Marketing and PR for the Digital Age
Things that get measured get done, or, to change the emphasis subtly and probably more accurately, people perform as they are measured.
In other words, measurement isn’t some passive eye taking it all in and reporting back to the brain; it is an active, dynamic management tool as well as a feedback mechanism.
The Business of Influence, Philip Sheldrake, Wiley, 2011
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The business of influence is broken
The Business of Influence, Philip Sheldrake, Wiley, 2011
Everything an organization does occurs in the context of a changing world, in a dynamic interplay with every entity
around it
//The rise of social media
Align Your Stakeholder-Facing Functions with an Influence Strategy, Philip Sheldrake, Balanced Scorecard Report, July-August 2011, Vol 13 No 4, Harvard Business Publishing
The Business of Influence, Philip Sheldrake, Wiley, 2011
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Kaplan and Norton developed the strategy map tool for the alignment of operations with strategy, and the popular* Balanced Scorecard framework to augment the lagging (financial) indicators of business success with non-financial drivers of future financial performance.
//The way we contemplate, design, communicate and execute strategy
Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton, ISBN: 9780875846514
“The strategy map identifies the specific capabilities in the organization’s intangible assets – human capital, information capital, and organization capital – that are required for delivering exceptional performance in the critical internal processes.”
“… each investment or initiative is only one ingredient in the bigger recipe. Each is necessary, but not sufficient. Economic justification is determined by evaluating the return from the entire portfolio of investments in intangible assets that will deliver the ROI from [the strategic imperative].”