From big picture to plan
Portfolio strategy and strategic objectives.
- Level
- Bitesize
- Learning time
- 1 hour 15 minutes
- Where
- Strategic Management
- Price
- £39
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion
Overview and Outcomes.
Overview
A council does not run one strategy; it runs a portfolio of very different ones competing for the same money, time and political attention. This module introduces the BCG growth-share matrix and the nine-box GE-McKinsey matrix, translates both into public service terms, and shows how to score honestly, avoid common misuses and have the hard conversations. GE's own use of its matrix shows honest exit as a strategic act. A strategy that never reaches a team's working objectives was never really cascaded. This module separates designing a cascade from reporting on it, offers three tests of a working cascade, and uses two tools as design aids: Objectives and Key Results, from Grove at Intel and Doerr at Google, and Kaplan and Norton's Balanced Scorecard, with its four perspectives translated for public service.
What you'll develop
In this Bitesize, you will develop the ability to:
- Describe the four BCG categories and identify the strategic response each one implies.
- Apply portfolio tools in a public organisation by translating growth into demand and priority, and share into relative strength.
- Compare the BCG and GE-McKinsey matrices and plan when to use the simpler and the fuller scoring exercise.
- Distinguish designing a cascade from reporting on it, and apply the three tests of line of sight, being worked to and honest measures.
- Use Objectives and Key Results to write an ambitious objective with two to five provable key results that exclude activity.
The Modules.
1 hour 15 minutes of learning.
- 05Portfolio Strategy: Managing Many Services at OnceA council does not run one strategy; it runs a portfolio of very different ones competing for the same money, time and political attention. This module introduces the BCG growth-share matrix and the nine-box GE-McKinsey matrix, translates both into public service terms, and shows how to score honestly, avoid common misuses and have the hard conversations. GE's own use of its matrix shows honest exit as a strategic act.37 min
- 06From Strategy to Objectives: Designing the CascadeA strategy that never reaches a team's working objectives was never really cascaded. This module separates designing a cascade from reporting on it, offers three tests of a working cascade, and uses two tools as design aids: Objectives and Key Results, from Grove at Intel and Doerr at Google, and Kaplan and Norton's Balanced Scorecard, with its four perspectives translated for public service.37 min
Keep going.
Part of the Strategic Management topic, also sold whole as Strategy that works.
Go deeper, and pay only the difference
- You are hereBitesize, 1 hour 15 minutes, £39
- Next stepFocus, From strategy to delivery, 2 hours 30 minutes, £69. Already own the Bitesize? You pay £30.
- The whole topicExplore, Strategy that works, 5 hours, £129. Already own the Bitesize? You pay £90.
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Prices per person. Read the full terms