A useful reporting system is worth more than the sum of large numbers of reports. Based on our background and experience, our reporting system is characterized as follows:
- We place the focus of our content on the areas of HR and finances. In particular, we focus on marketing and recruiting figures and indices,
- we have compiled a database on the topics of education and training and use it for benchmarking studies by fields and company sizes within the DACH-Region,
- we have a high degree of experience when it comes to product and process costs, even in our performance catalogs the standard is to include a time-driven activity-based cost approach,
- we utilize statistical-mathematical procedures to examine the connection between cause and effect,
- we combine financial and non-financial performance variables as defined by “integrated reporting” in order to sustainably support strategy implementation, and
- we depict results graphically in dashboards and prepare executive summaries within company-specific CI-concepts.
Ms. Christiane Mayer
Morgenröte 8a, Germany-68305 Mannheim
Tel.: +49 621 7481 742, Fax: +49 621 7481 741
E-Mail: christiane.mayer@strimgroup.org
7 habits of great strategists
Today we publish a commentary by Jeroen De Flander. He is an international expert on Strategy Execution / Performance Management & author of Strategy Execution Heroes.
Jeroen has come across many strategists in his career. Some were bad. Most were average. Only a few were truly incredible.
Executing an HR Analytics Initiative
Following the seminar "Human Capital Analytics for the C-level" and the conventions for the same topic we, STRIMgroup AG, organize half-day workshops
Top 10 HR Investment Areas 2013/2014
Few weeks ago Marc Coleman - HR Tech Europe - has carefully drilled down into the Key HR Investment Areas in Europe:
European HR Investment #1: Talent Management
Bridging the Strategy-to-Performance Gap
Written by Bruce Nixon, CEO of Holocentric
A study found that executives typically deliver only 63 percent of their strategy’s potential due to breakdowns in planning or execution. Even the greatest strategies struggle if executed improperly.
The costs of strategy failures for a business can include confusion among the workforce, disparity between the organisation’s vision and its day-to-day operations, misuse of resources and waste of time and money.
Strategy Execution Study
In January 2013 STRIM introduced a snap poll on strategy execution. The guiding question was:
What are the essentials why companies fail to successfully execute their strategies?