Over the last 3000 Clients, we've perfected rapid implementations

Customized, one-week OKR and Scorecard workshops with all fees and dates up-front

The Executive Suite

Translating strategy into action - pm2's Balanced Scorecard

Every book that Drs Kaplan & Norton have written use our clients as world-class scorecard examples

Employee Engagement drives performance and customer satisfaction

Engaged Employees are the foundation for great things like

better performance, increased customer satisfaction, and reduced employee turnover

The pm2 Sustainability Scorecard integrates strategy and sustainability

Making sustainability everyone's everyday job

35 years of experience in every sector and around the world.

Objectives and Key Results (OKR)

Our OKR Approach

How do you engage employees through strategy and performance management?

OKRs are a culmination of proven strategy frameworks, leading to a performance-driven culture.

Real-Time Data

Real-Time Strategy

You might think that OKRs (Objectives and Key Results) are just the updated version of MBOs (Drucker’s 1950’s Management by Objectives) or the Balanced Scorecard (Kaplan and Norton’s 1990’s version). Well, you’d be right!  But they are more… they take advantage of the abundance of near-real-time data available about everything we do, which creates an agile execution environment that can change as quickly as your world changes.

Our approach links strategy with OKRs (some objectives are more important than others), along with near real-time data. We incorporate intrinsic motivators (purpose, mastery, progress, autonomy and socialization) along with applying game mechanics – if appropriate for your culture.

Build A Performance Culture

Create Driven Employees

We have been involved in some of the largest OKR implementations in the world, as well as countless start-ups and early growth organizations. Our work has been widely published and we are frequent international speakers on the “how-to” of OKRs

We deliver our OKR services in exciting workshops that both train your team and builds your OKR solution. We can also provide on-going coaching and meeting facilitation until you get the swing of things.

Balanced Scorecard

Your success depends on making strategy-execution everyone’s everyday job

The Balanced Scorecard translates strategy into operational terms and provides on-going monitoring and measuring of your progress

A Balanced View

Changing how we view performance

It’s hard to believe our initial work that resulted in the Balanced Scorecard articles and books was over 30 years ago, yet the underlying problems we were trying to solve still exist in many organizations:

  • Dollars are the wrong way to measure how organizations create value.
  • We are still using lagging measures – not ones that better predict future performance (leading measures).
  • Organizations are still bound by annual budget cycles (making it tough to get support for multi-year projects), the crazy need to make quarter-end numbers, and the lack of relationship between what you do and your annual performance review.

Over the last 30 years, the Balanced Scorecard body of knowledge has brought some really cool tools to organizations – tools like strategy maps, weightings, and Ontologies. It has found itself integrated with budgeting, process-improvement, risk, and sustainability, and has supported the creation of related practices, such as OKRs. Almost every organization we work with has some elements of the Balanced Scorecard in place already.

Building a Better Scorecard

You already have the building blocks

When we were working with Kaplan and Norton we took 6 months to build a scorecard... we can now do it in 5 days. Over the last 30 years we have been continuously improving how we build scorecards – bringing new tools, taking advantage of what you have already built, and leveraging the current abundance of information available in every organization. Our clients have enjoyed incredible results leading to billions of dollars of increased valuation and because of this ask us back, or take us with them as they go to new organizations. Drs. Kaplan and Norton have also used our clients as world-class examples in every one of their books.

We deliver our scorecard services in exciting workshops that both trains your team, and builds your scorecard solution. We can also provide on-going coaching and meeting facilitation until you get the swing of things.

Strategic Process Improvement

Improve what needs to improved – and leave the rest

Process improvement only generates better performance if it focuses on the right place, issues and constraint – with the right tools

Adding Strategic Priorities

Changing how we improve performance

The Business Section of book stores is clogged-up with “process improvement” books, displayed like candy at the candy store. Clever names, great visuals, and wonderful case-examples, yet the real world never seems to see those improvements. Why is that? We think it's because these tools are too complicated, focused on unique organizations like Google, Apple or Southwest Airlines, and carefully crafted so that you have to hire the authors to make the methodology work! We don't think that's how “Best practices” should work.

Building Better Improvements

You already have the building blocks

What if we used our strategy to find the specific ‘nodes’ where improved processes will generate improved performance? What if we used simple, pragmatic tools to surgically address the specific needs? What if we tracked the changes to verify that we made a difference, and we don’t revert back to our ‘old ways’... Way too simple, right?

The reason our process improvements work – and continue long after we are gone, is because we use strategic priorities to focus on what matters, we simplify the tools you have read about, and we use your experience, skills, and data. We then integrate all the pieces to make a holistic solution, and most importantly, we transfer the skills into your organization. Like a tailor, we will work with your team to create the right solution for your organization, and then collaborate with you to make it work.

Sustainability Scorecard

Learn More

Want to measure your sustainability?

The pm² Sustainability Scorecard guides your organization to the end goal of true sustainability

See Your Impact

Make The Invisible Visible

It's clear that how we currently look at organizations is ruining the world. Financial tools encourage depleting natural resources and taking advantage of disadvantaged parts of our local and international society (with low wage rates).

What if we could make the invisible, visible… help everyone see our organization’s impact on society, the environment, and economics. The triple bottom line.

Any Framework, Any Sector

Delivering Exciting Workshops

Working with The Natural Step (TNS), we developed this science-based sustainability scorecard. We combine 35 years of best-practices in sustainability with 35 years of best-practices in performance measurement to create a near-real-time view of your organizations total impact.

Since developing the TNS-Sustainability Scorecard, we have expanded it to cover the UN-SDGs, GRI, B-Corp, etc. This methodology has been implemented in private and public sector organizations of all sizes and complexity.

We deliver our sustainability scorecard services in exciting workshops that both train your team and builds your first sustainability scorecard.

Risk Scorecard

Many risks are undervalued

Your biggest risks can only become visible when you align them to your strategy

Manage Risk

While considering strategy

Risk eats strategy for breakfast… but all risks are the offspring of strategy. More simply, every strategic decision creates both new risks and reduces other risks.  Without seeing your strategy and/or risks in near real-time, you are flying blind as you make your day-to-day decisions.

The Pm2 Risk scorecard captures your strategy and assesses your risks so that they can be seen in strategic priority.  Now add Key Risk Indicators, and you have a Risk Scorecard.

Refined Methodology

For maximum benefit

The American Institute of CPA’s (AICPA) asked us to create this methodology so that CFOs could see risks in real-time, and finally run meetings that covered both risk & reward at the same time!

Our methodology has been licenced by international CPA organizations and implemented in both private and public sector organizations of all sizes and complexity.

We deliver our risk scorecard services in exciting workshops that both train your team and builds your first risk scorecard.

Agile Planning

Plan at the speed of change

Plans need to be agile – able to change as fast as your situation changes

Agility vs. Resilience

Planning ain’t what it used to be

Back when we started helping organizations in 1982 we used to create 5-year plans. Today that seems crazy! The uncertainty that we see 1-year out is what we used to see 5-years out. 1-year plans are now what the 5-year plan used to be. That means the old 1-year plan becomes your 1-Quarter plan. Think about it – the pace of change is such that your 16-week planning cycle results in a plan that is obsolete before the final approval is signed! Our turbulent business environment calls for greater agility from our organizations. Large corporations can use resilience to combat turbulence - large inventories of cash (Apple), high cost to switch (Microsoft) or inventories. The rest of us need agility.

Agile plans are ones that can be changed within minutes – and change what everyone does within days. They support scenario planning, big data (and small data), deep understanding and ownership, and integrate with risk and human capital. Easy, right?

Build Better Plans

Rethinking the Planning Process

The planning process needs to be light, fast and responsive. The dilemma has been that planning books and tools are developed in isolation of everything else that Leadership does. But what if they were integrated with everything else – like strategy, risk, financials, human capital and regulatory constraints. Now if anything in any of those areas shifted outside of your defined tolerances, a plan-rethink could be triggered.

What if that planning process saw leadership in a room with a series of sliders on the projection-screen moving a weighting, or target up or down; effecting changes across the entire organization. Increasing or decreasing risk, budget, human resources, or time. When integrated, these plans actually become simpler and lighter.