Intrafocus Insight

4 Good Reasons to Innovate

Innovation can be the cornerstone of business. Think of the new products that have changed their manufacturer’s business model, the prime example being the iPhone. These innovations can bring about market domination. They are all not the norm though. Most businesses...

Farms not Factories

At Intrafocus we are great supporters of the environment, sustainability and welfare. We teach it in our strategy workshops. 'Environmentally Friendly' comes up as a core-value and occasionally as a strategic theme. we like to back up our teaching by supporting good...

What is RIDDOR?

What is RIDDOR? The following is a summary of The United Kingdom Statute Reporting of Injuries, Diseases and Dangerous Occurrences Regulations or RIDDOR. It is not a definitive guide and should not be used as such.  For full information see article references at the...

Four Hurdles to Strategy Execution

In their book ‘Blue Ocean Strategy’ W.Chan Kim and Renee Mauborgne describe four organisational hurdles to strategy execution. Their description relates to the implementation of a Blue Ocean Strategy but in truth it applies equally to any strategy. The four organisational hurdles are: 1. Being wedded to the status quo, 2. Limited resources, 3. Unmotivated staff and 4. Opposition. No doubt we have all seen one or more of these hurdles to strategy execution.

Alternatives to ‘Best Practice’

The phrase "best practice" comes up all the time and is often used to justify a change. Occasionally, it is used to repackage old items to sell at a higher price. However, the meaning of ‘best practice’ is far too ethereal to be considered as a viable reason for...

Blue Ocean Strategy – Book Review

The Blue Ocean Strategy was published in 2005 and authored by W. Chan Kim and Renée Mauborgne – Professors at INSEAD and co-directors of the INSEAD Blue Ocean Strategy Institute. So why has it taken so long to write a review for this book? It was clear from the outset that the authors were on to something special. But only time would prove whether or not they had created a new way to look at strategy or simply repackaged existing techniques and processes.

The CEO Strategy Map

How many pieces of information can you deal with at any given time?  It doesn't matter if you are Bernstein or  Einstein there is a limit to the number of things you can do simultaneously.  We all like to think that we can multi-task and get more done. The reality is,...

Balanced Scorecard Example

A Balanced Scorecard is not just a scorecard. When designed properly it can provide an excellent management tool to help keep businesses and organisations on track. It is interesting to note that 'scorecard' is actually a bit of a misnomer. It is a hang-over from the...

Send a postcard from the future

At the start of a strategic planning project staff need to be motivated. They need to see the project as worthwhile and not just another initiative. They need to be excited and they need to feel ownership. One of the tools in the kit bag to...

Stop chasing people for KPI data

Are you spending too much time chasing people for KPI data? Most organisations have multiple locations. If they don't have multiple locations they almost certainly have a distributed workforce. Often staff are either on-the-road or have been...

Developing Key Performance Indicators

World renowned performance measure specialist, Stacey Barr, has given a four star rating to the Intrafocus e-book Developing Meaningful KPIs. “When we follow his advice in Developing Meaningful Key Performance Indicators, our dashboards and...

Focus to Succeed

Focus to Succeed - One of the main reasons strategic initiatives fail is a lack of focus. There is a growing problem in today's working environment.  And it is not that people are being distracted by things that are unrelated to their work, it...

Cascading Scorecards with QuickScore

Cascading Scorecards with QuickScore - The process of cascading scorecards throughout a organisation can be fraught with difficulties without the right process and tools in place.  Frequently we find that even though a scorecard is created at the corporate level as a...