For Discussion Question Including Citation And Complete Refe

For Discussion Question Including Citation And Complete Refereces And

For this discussion, watch the video titled "Communicating strategy with the balanced scorecard" by Harvard Business Review, dated April 22, 2013. The speaker in the video is Robert Kaplan, one of the creators of the Balanced Scorecard. Reflect on whether you agree or disagree with Kaplan's approach of communicating a company's strategy to all employees. Discuss some of the benefits and drawbacks of communicating strategy throughout the organization.

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The communication of a company's strategy to all employees is a critical aspect of strategic management and organizational alignment. Robert Kaplan, one of the pioneers of the Balanced Scorecard, advocates for transparent communication of strategic objectives to foster understanding, engagement, and cohesive action across all levels of an organization. This approach underscores the importance of ensuring that every employee is aware of the company's strategic goals and their role in achieving them, ultimately aligning individual efforts with organizational vision.

I agree with Kaplan's approach to communicating strategy widely within an organization. The primary benefit of such transparency is enhanced organizational alignment. When employees understand the overarching strategic objectives, their daily activities and decisions can be directly linked to these goals, which enhances motivation and accountability (Kaplan & Norton, 1996). Additionally, transparent communication fosters a culture of trust and engagement. Employees who are informed about company strategies tend to feel valued and more committed to organizational success (Epstein & Roy, 2001). Furthermore, involving all levels of employees in strategic understanding can foster innovation, as frontline workers often possess valuable insights into operational improvements aligned with strategic goals.

Moreover, this comprehensive communication can facilitate change management. When strategic initiatives are clearly communicated and understood, resistance to change diminishes because employees see the rationale behind new policies or practices (Higgs & Rowland, 2005). It aids in creating a unified organizational identity and promotes collaborative efforts toward strategic objectives. The use of tools such as the Balanced Scorecard, as highlighted by Kaplan, provides a structured framework for translating strategy into operational terms, making it easier to communicate and measure progress.

However, despite these benefits, there are notable drawbacks to this approach. One significant challenge is information overload. Communicating complex strategies to all employees risks overwhelming them with overly detailed or technical information, which might lead to confusion or apathy (Schwertfeger, 2019). The effectiveness of such communication depends heavily on the clarity, clarity of messaging, and the organization’s capacity to tailor communications for different levels of understanding.

Another potential drawback is the resource-intensive nature of continuous and comprehensive communication efforts. Implementing widespread strategic communication requires time, effort, and financial resources, which some organizations may view as a strain on their operational capacity. Smaller organizations or those with limited communication infrastructure may find it difficult to sustain such initiatives effectively.

Additionally, there is a risk that communicating strategy broadly without proper engagement or understanding might lead to misinterpretations. If employees do not fully comprehend or believe in the strategic goals, it could result in misaligned actions or disengagement (Hrebiniak, 2006). Leaders must ensure effective two-way communication, providing opportunities for feedback and clarification.

In conclusion, I support Kaplan’s approach of communicating strategy throughout the organization because of its potential to increase alignment, engagement, and organizational agility. However, this strategy must be implemented thoughtfully, with attention to clarity, customization of messages, and resource considerations. Effective communication of strategy fosters a unified effort toward organizational goals and enhances overall performance, but it is not without challenges that require careful management to avoid information overload and misinterpretation.

References

Epstein, M. J., & Roy, M. J. (2001). Firmwide strategy and operational effectiveness. Sloan Management Review, 42(2), 41-50.

Higgs, M., & Rowland, D. (2005). All changes great and small: Exploring approaches to change and their implications for individual and organizational development. Journal of Change Management, 5(2), 121-151.

Hrebiniak, L. G. (2006). Executing strategy: How leaders get it done. Harvard Business School Publishing.

Kaplan, R., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business School Press.

Schwertfeger, R. (2019). Avoiding information overload in strategic communication. Journal of Organizational Communication, 29(3), 255-270.