In the previous post of this series, we followed the microfinance institution as it went through the process of creating objectives for the strategy map and developing the corresponding measures and initiatives. Now that the strategy was in place, everyone in the organization was eager to begin achieving. This post will take a peek into the first strategy review meeting and provide a brief update on the microfinance institution's progress.

I have been asked about strategy review meetings on a more frequent basis. The most recent one was "Tell me about the best strategy review meeting you have seen. Why was it so good?" It got me thinking that there are multiple ways to conduct a strategy review meeting: Review objectives that are off track, review everything, review by theme, and review just one objective. In this blog, I'll focus on reviewing by theme.

It is often said that government agencies either do not have the discipline or are too easily distracted by operational issues to concentrate on measuring how well they execute their strategy. Agency heads pay lip service to strategy execution and never attend strategy review meetings, so "why should we care?" managers ask.

Well, I listened to a webinar the other day at which Peter Grace, the U.S. Department of Housing and Urban Development's (HUD's) Director of the Office of Strategic Planning and Management, discussed HUDStat, the Department's performance measurement and accountability process. HUDstat helps HUD comply with the Government Performance and Results Act (GPRA) Modernization Act requirement that each agency conduct senior-led progress reviews on their priority goals.

In part two of this series, we followed the microfinance institution as it learned the importance of having an effective mission statement. After drafting and agreeing upon a mission statement, everyone leaned back in their chair and seemed to be content with what they had just done. Eventually, after a few minutes went by, one of the board members asked, "acum ce?" This is Romanian for "now what?"

Has your GPS ever failed you? You know that moment of panic when said robot voice tells you to "turn left...in...50 feet" onto a road closed for repairs? "OH NO – these directions LIED, my plans are shot to pieces, AND I'm going to be late that big meeting!" Strategic planning is not so different...

I have been asked about strategy review meetings on a more frequent basis. The most recent one was "Tell me about the best strategy review meeting you have seen. Why was it so good?" It got me thinking that there are multiple ways to conduct a strategy review meeting: Review objectives that are off track, review everything, review by theme, and review just one objective. In this blog, I'll focus on reviewing everything.

With the news last week that U.S. forces killed Osama bin Laden, a lot of the subsequent discussion has concerned whether Al Qaeda (undisputedly, a mission-driven organization) will continue to be an international terrorism force without its charismatic champion.

It occurred to me that the questions being asked to determine whether the terror organization has staying power in the wake of bin Laden's death are similar to those we ask when a mission-driven organization experiences a leadership change that may threaten the continued execution of its strategy management system.

What is a mission statement? What makes a mission statement effective? How do you become mission-driven? These were just a few of the questions that the microfinance institution in Moldova found themselves asking as they began the Balanced Scorecard process.

City Newspaper in Rochester, New York, recently published an article about their soon-to-be-ex superintendent, Jean-Claude Brizard. As a native of Rochester, and someone who has had the privilege of working with Jean-Claude in the Rochester City School District, I wanted to highlight this article. I think it does an excellent job of laying out some of the challenges facing urban districts -- and urban superintendents -- today.

This was a story of hope and real impact, but now it's nothing but a tornado of accusations, doubt, controversy, and anger.

Greg Mortenson spoke at Virginia Tech two years ago and I was lucky enough to get a 2nd row seat. He delivered a genuinely touching speech describing how the US military presence in Afghanistan (and Pakistan) set such negative impressions in the region, and how his organization delivered on an opportunity to rewrite those impressions.