Do we suffer from the innovators dilemma

Cool thread!  Lots of things to respond to, but at the moment will put my 2c in on the discussion about the end goal for non-profits versus for-profits.  I've always liked how Kaplan and Norton from Harvard talk about this (Balanced Scorecard, Strategy Maps etc).  In their opinion, regardless of the kind of organization, they suggest that the ultimate goal of any company is to *provide value*.  For for-profits, the value is profit for owners and shareholders. 

For non-profits, the value about the greater good. 

We were just talking about this with TeamTessitura today in fact.  In their Strategy Maps book, they suggest that you begin with the "Learning and Growth" layer, which is all about building the strong foundations of a company - people, process, structure, internal tools, etc. (For Tessitura members, Tessitura itself would live in that layer - we are a foundational tool to help your business achieve its higher level goals).  With the first layer in place, the second layer is about developing programs, products or services to deliver value (perhaps this is writing plays, painting paintings, writing music, developing exhibits etc)  With a strong "product", the third layer is the Customer perspective - the delivery of the value to the customer (the performances, the exhibits, the visitor experience).  If you do all of that well, then the last layer is the Financial layer - where you are doing all of this in a way that is cost-efficient, brings in revenue and promotes growth (you may be non-profit but you've got to stay in business and fund new and better culture).  If all those pieces come into play, then you are achieving value, which if you are well aligned, means meeting your mission.

Kaplan and Norton came up with the framework specifically to help businesses develop top-level KPIs for when you are drowning in data, so that sort of ties this ramble back to the original thread. 

Cool thread!  Lots of things to respond to, but at the moment will put my 2c in on the discussion about the end goal for non-profits versus for-profits.  I've always liked how Kaplan and Norton from Harvard talk about this (Balanced Scorecard, Strategy Maps etc).  In their opinion, regardless of the kind of organization, they suggest that the ultimate goal of any company is to *provide value*.  For for-profits, the value is profit for owners and shareholders. 

For non-profits, the value about the greater good. 

We were just talking about this with TeamTessitura today in fact.  In their Strategy Maps book, they suggest that you begin with the "Learning and Growth" layer, which is all about building the strong foundations of a company - people, process, structure, internal tools, etc. (For Tessitura members, Tessitura itself would live in that layer - we are a foundational tool to help your business achieve its higher level goals).  With the first layer in place, the second layer is about developing programs, products or services to deliver value (perhaps this is writing plays, painting paintings, writing music, developing exhibits etc)  With a strong "product", the third layer is the Customer perspective - the delivery of the value to the customer (the performances, the exhibits, the visitor experience).  If you do all of that well, then the last layer is the Financial layer - where you are doing all of this in a way that is cost-efficient, brings in revenue and promotes growth (you may be non-profit but you've got to stay in business and fund new and better culture).  If all those pieces come into play, then you are achieving value, which if you are well aligned, means meeting your mission.

Kaplan and Norton came up with the framework specifically to help businesses develop top-level KPIs for when you are drowning in data, so that sort of ties this ramble back to the original thread. 

More reading on strategy and data?!  It's not my birthday yet.  Thanks AR.  I'm adding Strategy Maps to my reading rotation.

Customer service is my favourite customer loyalty building product