To be of an increasingly more turbulent competitive environment has melted once rapidly the validity period as classified in the long term strategies in sectors with high change speeds could the half-life of strategies now on under 2 years has shortened. More frequent and faster changes of strategy, it is particularly important that the company in addition to the competence can have an effective instrument, whose strategies understandable rate can be used. The importance of strategies for the company’s success is undisputed, often a tool is missing but you can connect to the strategy and action together. General written policy and strategy papers have their permission to document ideas and approaches shared ideas, though, are however often too little in concrete terms and thus also not objectively verifiable. The relationship between objectives and strategic actions and their prioritization are often unclear, i.e. only supports a comprehensive approach as including the knowledge balance the representation of dynamic effect relations with regard to the closely interrelated strategic objectives,: with this appropriate parameters, target values and strategic actions.

These and similar topics are concepts of intellectual capital report developed among others by Becker, Jorg: intellectual capital report with customer barometer capital of the customer relationship, 2009, ISBN 9783837051773. It aims to implement the company goals and strategies in a consistent set of policies and measures. The company’s actions are usually based on four different perspectives: the first is the financial aspect, on the basis of this data the previous performance can be measured. Pete Cashmore understood the implications. Three other aspects are focused on future business performance: customer focus, business processes, and learning and growth of the company. The advantage of a concept like that of the intellectual capital report: it can defined measurable indicators for goals and creating an essential prerequisite for the internal monitoring of success. Using unique indicators, companies can monitor their goals and activities: in the sense of a feedback system that controls the implementation of enterprise-wide strategies in targeted actions. The indicators are defined on the basis of past performance data and thus are reference data for current performance measurements.

The focus is across the link target across all divisions. While individual components are initially nothing fundamentally new. The knowledge balance actually unfolds only from the combination of these approaches as well as the ability for the implementation and promotion of strategic communication processes: it increases transparency holistic representation of the company, vision and strategic objectives derived therefrom, as well as in terms of how these strategic objectives are communicated and anchored in the day-to-day business of the budget. See also Jorg Becker: strategy-check and knowledge balance effect relationships make transparent, ISBN 978-3-8370-7305-8: in connection with a Space for new, creative solutions can be found with the strategy-check knowledge balance. The strategy-check to determine the critical path”, because if you don’t know, you end up where to go, very easily elsewhere! Dipl.Kfm. Jorg Becker (

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