{"id":20424,"date":"2021-11-16T16:50:04","date_gmt":"2021-11-16T16:50:04","guid":{"rendered":"https:\/\/www.joinc12.com\/?p=20424"},"modified":"2022-06-02T02:11:19","modified_gmt":"2022-06-02T02:11:19","slug":"what-is-an-eternally-balanced-scorecard","status":"publish","type":"post","link":"https:\/\/www.joinc12.com\/leadership\/what-is-an-eternally-balanced-scorecard\/","title":{"rendered":"The Christian Leader’s Strategic Planning Matrix"},"content":{"rendered":"\n
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The idea of strategic planning is so deeply ingrained in our understanding of business that most leaders routinely set goals. But many companies fall short of attaining their goals because they lack the necessary suite of strategic planning disciplines. Goals <\/span>can<\/span><\/i> drive strategy execution\u2014but only when they align with the company\u2019s mission and present imperatives, account for all functional areas, and enable agile adaptation as circumstances change.\u00a0<\/span><\/p>\n

Last year, COVID-19 universally disrupted businesses. Now, we are returning to typical inconsistent disruptions. While some may throw up their hands and conclude a dynamic <\/span>VUCA<\/span><\/a> marketplace negates the merit of strategic planning, it actually underscores the <\/span>necessity<\/span><\/i> of planning disciplines, agile frameworks, OODA loops, and PDCA cycles<\/span> anchored in a resilient, vision-aligned scorecard.\u00a0<\/span><\/p>\n

 <\/p>\n

The point of a rigorous planning discipline is to <\/b>increase and institutionalize <\/b><\/p>\n

a team\u2019s agility, not its rigidity or fragility.<\/b><\/p>\n

 <\/p>\n

In the description of tribes in King David\u2019s army, the men of Issachar were known to have an “understanding of the times” (<\/span>1 Chron. 12:32<\/span><\/a>). They may not have been the smartest or most educated leaders, but they were skilled at discerning their context, they knew where to lead the nation, and they were aligned as a unified team.<\/span> We don\u2019t know what our future holds, but we do know that much will be required of us. We need to be Issacharian leaders today\u2014disciplined and focused leaders who faithfully shepherd our employees, families, and communities.\u00a0<\/span><\/p>\n

We are in a position to build, expand, and create gospel-demonstrating platforms at a pivotal time in history.<\/span> Culture, adaptability, resilient innovation, and high-performance teams are critical to maintain as we navigate our prevailing state of affairs.<\/b> Where acute brokenness exists, stewards with a \u201cgreater purpose\u201d mentality must build up businesses that bring healing.\u00a0<\/span><\/p>\n

A Balanced Scorecard for BaaMs<\/b><\/p>\n

There are several planning and execution \u201coperating systems\u201d to choose from. Using a formal framework prompts us to evaluate our challenges and capabilities, define our goals and measures, communicate plans, and celebrate progress.<\/span>\u00a0<\/b><\/p>\n

First popularized by <\/span>Kaplan and Norton<\/span><\/a>, balanced scorecards drive alignment, execution, and measurement of strategic objectives across business functions. C12 has adapted this methodology to build great businesses for a greater purpose in its signature 5-Point Alignment Matrix (5PAM), integrating ministry as an additional dimension for goal setting and tracking.\u00a0\u00a0<\/span><\/p>\n

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\"\"<\/p>\n

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Mission, vision, and values are at the heart of the 5PAM. The arrows emanating outward from the hub indicate that these core principles shape and guide everything in our businesses, including policies, practices, processes, priorities, decisions, and goals. The arrows pointing inward to the center signify the contribution made by each functional area of the business toward achieving our mission and vision.\u00a0<\/span><\/p>\n

\u00a0C12\u2019s adaptation is unique in that it encourages leaders to examine each functional area of the business in relation to the others. Our business strategy must be contextual, considering the entirety of our businesses, by developing specific goals and strategies for each functional area. To maximize results, leaders must make their objectives and plans known throughout the organization and recalibrate to progress frequently. Each of these components of the planning process is necessary to prioritize efforts properly and engage stakeholders appropriately.\u00a0<\/span><\/p>\n

Working Smart and Fast<\/b><\/p>\n

Based on <\/span>data<\/span><\/a> from more than 4,000 respondents across 124 organizations, only 28% of executives and middle managers responsible for executing strategy could list three of their company\u2019s strategic priorities. In <\/span>The Advantage<\/span><\/i><\/a>, Patrick Lencioni teaches that organizational health depends on creating, communicating, and reinforcing clarity around a company\u2019s core principles, strategies, and objectives. Leaders must drive team alignment by setting ambitious targets, translating them into specific metrics and milestones, making them known throughout the organization, and frequently discussing their progress. We can build goals that are both SMART (specific, measurable, attainable, realistic, and time-<\/span>based<\/span>) as well as <\/span>FAST<\/span><\/a> (frequently discussed, ambitious, specific, and transparent).<\/span><\/p>\n

When corporate goals are embedded in ongoing discussions, team members can align their actions with the organization\u2019s overall direction, and leaders can review progress, allocate resources, and prioritize initiatives. Strategies that influence day-to-day activities are simple enough for leaders at every level of the organization to understand, communicate, and remember. Making goals ambitious, rather than just achievable, minimizes the risk of setting overly conservative targets.<\/span><\/p>\n

\u201c<\/span>Plans are worthless, but planning is everything.<\/b> There is a very great distinction because when you are planning for an emergency you must start with this one thing: the very definition of \u2018emergency\u2019 is that it is unexpected, therefore it is not going to happen the way you are planning.\u201d<\/span><\/p>\n

\u2014Dwight D. Eisenhower<\/span><\/p>\n

 <\/p>\n

Scenario Planning<\/b><\/p>\n

Considering the VUCA nature of the current marketplace, preparing a <\/span>single<\/span><\/i> plan or budget is a bit na\u00efve.<\/span> C12\u2019s 5PAM Risk Mitigation Tool, Strategic Risk Discovery and Mitigation Tool, and Antidotes to VUCA worksheet enable the thorough exploration of options and contingencies. This is crucial to selecting the appropriate actions as future events unfold. We recommend reviewing quarterly to reset resource plans as needed.<\/span><\/p>\n

When a pandemic hits and your industry starts to crumble, you’d think any strategic plan would go out the window. The recent success at Hanson Logistics proves a robust planning discipline is actually the key for a business to overcome volatility and uncertainty. Hear from C12 member Ken Whah, Hanson\u2019s President & CEO.<\/span><\/p>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n\n\n

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How nimble are your strategies? How resilient is your team? Download our Strategic Planning Guide to align your leadership team and build a strong yet adaptable plan for 2022.<\/span><\/p>\n <\/div>\n <\/div>\n<\/section>\n\n\n

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\n \n Download the guide<\/a>\n\n <\/div>\n <\/div>\n <\/section>\n\n\n\n
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\n <\/div>\n <\/div>\n<\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":20419,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[26,52,31,30],"tags":[],"class_list":["post-20424","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership","category-money","category-organizational-culture","category-strategy"],"yoast_head":"\nStrategic Planning Disciplines for Christian CEOs<\/title>\n<meta name=\"description\" content=\"Drive alignment, execution & measurement of strategic objectives while also building a great business for a greater purpose. 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Located in over 160 major metro areas across the United States, Brazil, Malaysia, Singapore, Taiwan, South Africa, Ukraine, and Kenya, C12 serves businesses with 10 to 10,000+ employees and annual revenues ranging from $2 million to $5 billion. C12 Business Forums provides an architected environment for Christian business leaders that integrates work, life, and leadership transformation. Led by full-time C12 Chairs\u2014veterans of business with ownership or C-Suite experience\u2014our CEO and Key Player Forums equip members with resources and tools to steward a BaaM (Business as a Ministry) vision to build great businesses for a greater purpose. For more information, please visit C12 Business Forums.","sameAs":["https:\/\/www.joinc12.com"],"url":"https:\/\/www.joinc12.com\/author\/marketing\/"}]}},"fig_blocks":[{"blockName":"acf\/wysiwyg","attrs":{"id":"block_616486aff9b86","name":"acf\/wysiwyg","data":{"content_area":"<span style=\"font-weight: 400;\">The idea of strategic planning is so deeply ingrained in our understanding of business that most leaders routinely set goals. But many companies fall short of attaining their goals because they lack the necessary suite of strategic planning disciplines. Goals <\/span><i><span style=\"font-weight: 400;\">can<\/span><\/i><span style=\"font-weight: 400;\"> drive strategy execution\u2014but only when they align with the company\u2019s mission and present imperatives, account for all functional areas, and enable agile adaptation as circumstances change.\u00a0<\/span>\r\n\r\n<span style=\"font-weight: 400;\">Last year, COVID-19 universally disrupted businesses. Now, we are returning to typical inconsistent disruptions. While some may throw up their hands and conclude a dynamic <\/span><a href=\"https:\/\/www.joinc12.com\/resources\/antidotes-to-vuca\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">VUCA<\/span><\/a><span style=\"font-weight: 400;\"> marketplace negates the merit of strategic planning, it actually underscores the <\/span><i><span style=\"font-weight: 400;\">necessity<\/span><\/i><span style=\"font-weight: 400;\"> of planning disciplines, agile frameworks, OODA loops, and PDCA cycles<\/span><span style=\"font-weight: 400;\"> anchored in a resilient, vision-aligned scorecard.\u00a0<\/span>\r\n\r\n \r\n<p style=\"text-align: center;\"><b>The point of a rigorous planning discipline is to <\/b><b>increase and institutionalize <\/b><\/p>\r\n<p style=\"text-align: center;\"><b>a team\u2019s agility, not its rigidity or fragility.<\/b><\/p>\r\n \r\n\r\n<span style=\"font-weight: 400;\">In the description of tribes in King David\u2019s army, the men of Issachar were known to have an \"understanding of the times\" (<\/span><a href=\"https:\/\/www.biblegateway.com\/passage\/?search=1+Chron.+12%3A32&version=ESV\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">1 Chron. 12:32<\/span><\/a><span style=\"font-weight: 400;\">). They may not have been the smartest or most educated leaders, but they were skilled at discerning their context, they knew where to lead the nation, and they were aligned as a unified team.<\/span><span style=\"font-weight: 400;\"> We don\u2019t know what our future holds, but we do know that much will be required of us. We need to be Issacharian leaders today\u2014disciplined and focused leaders who faithfully shepherd our employees, families, and communities.\u00a0<\/span>\r\n\r\n<span style=\"font-weight: 400;\">We are in a position to build, expand, and create gospel-demonstrating platforms at a pivotal time in history.<\/span><b> Culture, adaptability, resilient innovation, and high-performance teams are critical to maintain as we navigate our prevailing state of affairs.<\/b><span style=\"font-weight: 400;\"> Where acute brokenness exists, stewards with a \u201cgreater purpose\u201d mentality must build up businesses that bring healing.\u00a0<\/span>\r\n\r\n<b>A Balanced Scorecard for BaaMs<\/b>\r\n\r\n<span style=\"font-weight: 400;\">There are several planning and execution \u201coperating systems\u201d to choose from. Using a formal framework prompts us to evaluate our challenges and capabilities, define our goals and measures, communicate plans, and celebrate progress.<\/span><b>\u00a0<\/b>\r\n\r\n<span style=\"font-weight: 400;\">First popularized by <\/span><a href=\"https:\/\/www.amazon.com\/Balanced-Scorecard-Translating-Strategy-Action\/dp\/0875846513\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Kaplan and Norton<\/span><\/a><span style=\"font-weight: 400;\">, balanced scorecards drive alignment, execution, and measurement of strategic objectives across business functions. C12 has adapted this methodology to build great businesses for a greater purpose in its signature 5-Point Alignment Matrix (5PAM), integrating ministry as an additional dimension for goal setting and tracking.\u00a0\u00a0<\/span>\r\n\r\n \r\n\r\n<img class=\" wp-image-20418 aligncenter\" src=\"https:\/\/www.joinc12.com\/wp-content\/uploads\/2021\/11\/FB-5PAM-1-300x157.png\" alt=\"\" width=\"619\" height=\"324\" \/>\r\n\r\n \r\n\r\n<span style=\"font-weight: 400;\">Mission, vision, and values are at the heart of the 5PAM. The arrows emanating outward from the hub indicate that these core principles shape and guide everything in our businesses, including policies, practices, processes, priorities, decisions, and goals. The arrows pointing inward to the center signify the contribution made by each functional area of the business toward achieving our mission and vision.\u00a0<\/span>\r\n\r\n<span style=\"font-weight: 400;\">\u00a0C12\u2019s adaptation is unique in that it encourages leaders to examine each functional area of the business in relation to the others. Our business strategy must be contextual, considering the entirety of our businesses, by developing specific goals and strategies for each functional area. To maximize results, leaders must make their objectives and plans known throughout the organization and recalibrate to progress frequently. Each of these components of the planning process is necessary to prioritize efforts properly and engage stakeholders appropriately.\u00a0<\/span>\r\n\r\n<b>Working Smart and Fast<\/b>\r\n\r\n<span style=\"font-weight: 400;\">Based on <\/span><a href=\"https:\/\/sloanreview.mit.edu\/article\/no-one-knows-your-strategy-not-even-your-top-leaders\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">data<\/span><\/a><span style=\"font-weight: 400;\"> from more than 4,000 respondents across 124 organizations, only 28% of executives and middle managers responsible for executing strategy could list three of their company\u2019s strategic priorities. In <\/span><a href=\"https:\/\/www.amazon.com\/Advantage-Organizational-Everything-Business-Lencioni-ebook\/dp\/B006ORWT3Y\" target=\"_blank\" rel=\"noopener\"><i><span style=\"font-weight: 400;\">The Advantage<\/span><\/i><\/a><span style=\"font-weight: 400;\">, Patrick Lencioni teaches that organizational health depends on creating, communicating, and reinforcing clarity around a company\u2019s core principles, strategies, and objectives. Leaders must drive team alignment by setting ambitious targets, translating them into specific metrics and milestones, making them known throughout the organization, and frequently discussing their progress. We can build goals that are both SMART (specific, measurable, attainable, realistic, and time-<\/span><span style=\"font-weight: 400;\">based<\/span><span style=\"font-weight: 400;\">) as well as <\/span><a href=\"https:\/\/sloanreview.mit.edu\/article\/with-goals-fast-beats-smart\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">FAST<\/span><\/a><span style=\"font-weight: 400;\"> (frequently discussed, ambitious, specific, and transparent).<\/span>\r\n\r\n<span style=\"font-weight: 400;\">When corporate goals are embedded in ongoing discussions, team members can align their actions with the organization\u2019s overall direction, and leaders can review progress, allocate resources, and prioritize initiatives. Strategies that influence day-to-day activities are simple enough for leaders at every level of the organization to understand, communicate, and remember. Making goals ambitious, rather than just achievable, minimizes the risk of setting overly conservative targets.<\/span>\r\n\r\n<span style=\"font-weight: 400;\">\u201c<\/span><b>Plans are worthless, but planning is everything.<\/b><span style=\"font-weight: 400;\"> There is a very great distinction because when you are planning for an emergency you must start with this one thing: the very definition of \u2018emergency\u2019 is that it is unexpected, therefore it is not going to happen the way you are planning.\u201d<\/span>\r\n\r\n<span style=\"font-weight: 400;\">\u2014Dwight D. Eisenhower<\/span>\r\n\r\n \r\n\r\n<b>Scenario Planning<\/b>\r\n\r\n<span style=\"font-weight: 400;\">Considering the VUCA nature of the current marketplace, preparing a <\/span><i><span style=\"font-weight: 400;\">single<\/span><\/i><span style=\"font-weight: 400;\"> plan or budget is a bit na\u00efve.<\/span><span style=\"font-weight: 400;\"> C12\u2019s 5PAM Risk Mitigation Tool, Strategic Risk Discovery and Mitigation Tool, and Antidotes to VUCA worksheet enable the thorough exploration of options and contingencies. This is crucial to selecting the appropriate actions as future events unfold. We recommend reviewing quarterly to reset resource plans as needed.<\/span>\r\n\r\n<span style=\"font-weight: 400;\">When a pandemic hits and your industry starts to crumble, you'd think any strategic plan would go out the window. The recent success at Hanson Logistics proves a robust planning discipline is actually the key for a business to overcome volatility and uncertainty. Hear from C12 member Ken Whah, Hanson\u2019s President & CEO.<\/span>","_content_area":"field_5c1bedcaef2fa"},"align":"","mode":"edit"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"acf\/video-content","attrs":{"id":"block_6193d56fa2322","name":"acf\/video-content","data":{"video_content_tagline":"","_video_content_tagline":"field_60df21dd3e1df","video_content_title":"","_video_content_title":"field_60df21e83e1e0","video_content_description":"","_video_content_description":"field_60df21ed3e1e1","video_content_video_img":"","_video_content_video_img":"field_60f71c027af80","video_content_video_url":"https:\/\/youtu.be\/qLt_wR-5bPY","_video_content_video_url":"field_60df22023e1e2","no_topbottom_spacing":"1","_no_topbottom_spacing":"field_616f0d2e67d8d"},"align":"","mode":"edit"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"acf\/wysiwyg","attrs":{"id":"block_6193d593a2323","name":"acf\/wysiwyg","data":{"content_area":"<span style=\"font-weight: 400;\">How nimble are your strategies? How resilient is your team? Download our Strategic Planning Guide to align your leadership team and build a strong yet adaptable plan for 2022.<\/span>","_content_area":"field_5c1bedcaef2fa"},"align":"","mode":"edit"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"acf\/button","attrs":{"id":"block_6169a8d9f9b87","name":"acf\/button","data":{"container":"wide","_container":"field_615c285bbed9a","content_button_alignment":"text-center","_content_button_alignment":"field_5c339b444f6aa","content_button_label":"Download the guide","_content_button_label":"field_5c1017bd7de64","content_button_style":"filled","_content_button_style":"field_6157726fdd09a","content_button_type":"internal_page","_content_button_type":"field_5c1019bccb22d","content_button_internal_page":20289,"_content_button_internal_page":"field_5c1019f3cb22f","content_button":"","_content_button":"field_5c339c4d4f6ab"},"align":"","mode":"edit"},"innerBlocks":[],"innerHTML":"","innerContent":[]},{"blockName":null,"attrs":[],"innerBlocks":[],"innerHTML":"\n\n","innerContent":["\n\n"]},{"blockName":"acf\/wysiwyg","attrs":{"id":"block_616486a5f9b85","name":"acf\/wysiwyg","data":{"content_area":"","_content_area":"field_5c1bedcaef2fa"},"align":"","mode":"preview"},"innerBlocks":[],"innerHTML":"","innerContent":[]}],"_links":{"self":[{"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/posts\/20424","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/comments?post=20424"}],"version-history":[{"count":0,"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/posts\/20424\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/media\/20419"}],"wp:attachment":[{"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/media?parent=20424"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/categories?post=20424"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.joinc12.com\/wp-json\/wp\/v2\/tags?post=20424"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}