Gestion

Leadership, Management, and Strategy
Execution

Dr. Robert S. Kaplan
Baker Foundation Professor
HARVARD BUSINESS SCHOOL
Chairman, Practice Leadership Committee
BALANCED SCORECARD COLLABORATIVE
A Palladium company

Liderazgo, Gestión y Ejecución
de la Estrategia

Dr. Robert S. Kaplan
Baker Foundation Professor
HARVARD BUSINESS SCHOOL
Chairman, Practice Leadership CommitteeBALANCED SCORECARD COLLABORATIVE
A Palladium company

Leaders in Organizations …

• Stimulate new approaches and ideas to
•
new challenges and long-standing problems
• Cope with change
• Alter organizational structures
• Communicate vision and strategy
• Maintain control through socialization, shared beliefs, norms, values, and
intrinsic motivation
• Influence others to voluntarily makeday-to-day decisions that enhance
the long-term viability of the organization
• Conduct turbulent and intense meetings that are future-oriented and
promote learning, risk-taking and creativity
•
3

Sources: A. Zaleznik, W. Bennis, J. Kotter, R. Heifetz (see HBR, Dec. 2001)
©2006 Balanced Scorecard Collaborative

Los Líderes en las Organizaciones…

• Estimulan nuevos abordajes e ideaspara los
nuevos desafíos y para resolver los problemas
que aún persisten
• Encaran con cambios
• Adecúan las estructuras organizacionales
• Comunican la visión y la estrategia
• Conservan control a través de la socialización, creencias compartidas,
normas, valores y motivaciones intrínsicas
• Influeyen en otros para que voluntariamente hagan que las decisiones del
día-día consideren laviabilidad de la organización en el largo plazo
• Conducen reuniones intensas y “caóticas” que son orientadas al futuro y
promueven el aprendizaje, la toma de riesgos y la creatividad
•
4

Fuentes: A. Zaleznik, W. Bennis, J. Kotter, R. Heifetz (ver HBR, Dic. 2001)
©2006 Balanced Scorecard Collaborative

While Managers …

• Conduct day-to-day activities
• Conserve and maintain stabilityand order
• Make and implement operational decisions
• Plan and coordinate across organizational units
• Allocate resources to achieve organizational goals
• Cope with complexity
• Establish responsibility centers and performance measurement systems
• Establish compensation, reward and incentive systems
• Monitor and control performance

5

©2006 Balanced Scorecard CollaborativeMientras que los gerentes …

• Conducen actividades del día-día
• Conservan y mantienen el orden y la estabilidad
• Toman e implementan decisiones operacionales
• Planean y coordinan a través de unidades organizacionales
• Asignan recursos para lograr los objetivos organizacionales
• Encaran las complejidades
• Establecen centros de responsabilidad y sistemas de medición de
rendimiento
•Establecen sistemas de compensaciones, premios e incentivos
• Monitorean y controlan el desempeño

6

©2006 Balanced Scorecard Collaborative

But leadership alone is not sufficient

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©2006 Balanced Scorecard Collaborative

Pero el liderazgo solo, no es suficiente

8

©2006 Balanced Scorecard Collaborative

Strategy Maps and the Balanced Scorecard link leadership at the top tomanagement of initiatives, process improvements and employees’ everyday
actions.
MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
BALANCED SCORECARD
Translate, Focus and Align
STRATEGIC INITIATIVES
Set priorities for the actions necessary to succeed
TOTAL QUALITY MANAGEMENT
Improve local processes
EMPOWERMENT / PERSONAL OBJECTIVESMotivate employees

STRATEGIC OUTCOMES
Satisfied
STAKEHOLDERS

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Delighted
CITIZENS

Efficient and Effective
PROCESSES

Motivated & Prepared
WORKFORCE

©2006 Balanced Scorecard Collaborative

Los Mapas Estratégicos y el Balanced Scorecard uninen al liderazgo en la
parte superior con la gestión de las iniciativas, mejora de procesos y las
acciones diarias de los empleados....