Dr. Keith Clinkscale was featured on the cover of Performance Magazine Issue No. 23, 2022 – Travel Edition, where he shared his passion for breaking barriers and rethinking silos between various departments in Palm Beach County. He discussed the Palm Beach County Strategic Planning and Performance Management Guide – Fiscal Year 2022/2023 and the valuable tools they utilized in their organization.
In 2024, Dr. Clinkscale returns for a follow-up interview to discuss their initiatives’ results and advancements in government strategy and performance management, highlighting innovation and the growing role of Artificial Intelligence (AI) in the government of the future.
We appreciated the insights you shared during your last interview with us. You mentioned then that cross-departmental teams were formed in accordance with the county’s new Six Strategic Priorities. Can you give an example of a successful project or any achievement that emerged from that move, and tell us about the results and key lessons learned?
One of our Six Strategic Priorities is Infrastructure. For context, Palm Beach is the largest county in the State of Florida. Due to the county’s vast size and complex infrastructure projects, the Infrastructure Cross-Department Team was formed to address coordination issues across over 15 departments with around 7000 employees. The team developed a GIS PORTAL application to allow departments to visualize ongoing projects and coordinate timelines. It was used to avoid extended traffic closures, consolidate costs, avoid unnecessary construction, and more. From a Strategic Planning and Performance Management aspect, this portal increased the efficiency of project coordination, eliminated resource waste, and prevented project reworking, leading to higher public satisfaction.
Continuous improvement and innovation seem central to your work. In light of these objectives, how is the rise of disruptive technologies such as AI impacting your strategy and performance management systems?
AI is becoming a frequent topic of conversation wherever I go. Many are still exploring its possibilities and how to leverage it effectively. There is mutual agreement that it is a viable and exciting new tool with many applications. For instance, we recently did a survey of over 7500 residents, with some questions allowing them to submit thoughts and recommendations, resulting in over 2000 written responses. AI was used to synthesize and summarize the responses and create common themes, which greatly complemented the survey results. Right now, I have seen the focus on educating the masses on AI and the many ways it can be used to enhance our work. I am very intrigued and look forward to incorporating it into performance management.
What key trends do you think will influence the government sector in 2024 and the coming years?
To be honest, AI appears to be one trend that will dominate. It is a hot topic everywhere. Though still mysterious to many, it is constantly discussed and experimented with. AI can be applied in so many simple and complex ways, and the possibilities and challenges seem endless. So when asked about trends, all roads lead to AI.
The KPI Institute’s 2024 Global Trends Brief illuminates the interconnected nature of today’s challenges, from geopolitical shifts to technological disruptions. What initiatives or steps can governments take to ensure stakeholder alignment and commitment to strategic objectives?
The Voice of the Customer (VoC) is going to increase in importance. Engaging with and understanding what residents or stakeholders have to say must take precedence. People want to be heard and are demanding accountability. Governments must be willing to continue engagement surveys and town halls. This is scary to government entities because we are not always ready for abundant opinions, suggestions, and recommendations from the public. However, the data can be used to propel to greatness.
In transforming government employee career paths, what challenges could emerge during the shift from conventional, linear career progressions towards more adaptable avenues such as cross-departmental rotations and international secondments? How can these obstacles be effectively addressed?
I think the nature of government is the greatest threat to innovation. Most government employees are long-term employees who are accustomed to established procedures and may not always openly embrace innovative ideas and new ways of doing things. When people are limited to new technology and exposed to a culture resistant to change, transformation is virtually impossible.
What mechanisms can be put in place to ensure that AI-driven decision-making in government services upholds the principles of fairness, transparency, and accountability?
Well, to be honest, this is a million-dollar question. I do not think anyone knows— it is too early. AI is hitting the scene like Netflix taking over Blockbuster. Instead of avoiding and trying to control it, we need to embrace it and intentionally manage its inevitable role.
How can the government align its workforce capabilities and performance with the evolving demands of the AI revolution?
Well, most have Chief Information Officers (CIOs). However, in the future, there may need to be a Chief AI Officer because AI will take over how we do almost anything and everything. It needs to have its own center of excellence where AI practitioners work, develop, and learn from each other.
What would you advise multilateral institutions to reach effectiveness and alignment in strategy planning and implementation?
My approach is to establish a one-page strategy that includes strategic priorities. But do not stop there because most fail at implementation. So, to build an operationalized strategy, I established high-performance cross-functional teams around each strategic priority and tasked the teams with implementing their respective strategic priority.
What are the key success factors for governments to build consistency in strategy and performance management?
As I said, the strategy needs to be broken down into strategic priorities. Each priority needs a team of the right folks focused on discussing, sharing, promoting, and managing all activities associated with that priority. Establishing dedicated teams drives engagement, inclusion, and implementation of each part of the strategy.
What are the most common pitfalls in strategy and performance management in governmental institutions? What can be learned from it?
The most common pitfalls are poor culture, engagement, and a lack of appreciation for strategy and performance measures. Culture is everything, and it will eat your strategy for breakfast. If the people are not collaborative, if they work in silos, and if they do not understand the importance of metrics, then they will passively resist.
What are the five characteristics of a high-performance government?
For me, the five characteristics of a high-performance government are (1) leadership and not management, (2) a thriving culture that is not toxic, (3) vision, (4) innovation, and (5) teams.
What is the key performance management tool used in your organization for decision-making? Is it the strategy plan, the strategy map, the balanced scorecard, or an executive dashboard?
The budget drives everything. However, we have been intentional about creating the vision, mission, core values, strategic priorities, and a scorecard metrics system. Now, all budget requests must be tied to a strategic priority and supported by metric data. Yet, sometimes the tendency is to make decisions without reviewing the metrics because it is just something that is needed. However, the ongoing goal is to tie everything to the metrics that justify it.
If you could convey the essence of government performance in three indicators, what would those be?
First is culture. I have realized that most governments have long-term employees who have never worked elsewhere. The world continues evolving, and many things can be done differently and more efficiently. However, unwillingness to change and fear of change can be significant barriers. So, creating a culture that is ready requires tons of training and change management.
Second, every department needs to have metrics that measure performance. Top leadership must emphasize and review these metrics, or the masses will not value them or see their importance.
Third, employee morale, engagement, and appreciation must be top of mind. People need to feel that they matter and are valued.
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Editor’s Note: This article was originally published in Performance Magazine Issue No. 30, 2024 – Government Edition.
About the Practitioner:Dr. Keith Clinkscale is the Director of Strategic Planning and Performance Management for Palm Beach County in the U.S. He supervises all activities related to the county’s long-term strategic plan and its over 30 departments. Furthermore, Dr. Keith is responsible for assisting the Board of County Commissioners (BCC), Executive Team, Department Directors, and staff with developing long-term goals, objectives, strategies, and actions.
How do the strategic objectives, key performance indicators (KPIs), and initiatives connect with one another? In this webinar, The KPI Institute’s General Manager, Adrian Brudan, explains the link between these elements of an organization’s performance measurement and management architecture. Find out how standardization in performance terminology can lead to measurable benefits. The webinar also includes discussions on SMART objectives and best practices for KPI naming standards.
Successful strategy execution is the bridge between strategic goals and measurable results. An organization’s strategy outlines its goals, aspirations, and intended course of action. However, a strategy that remains confined to boardroom discussions holds limited value. It is the collective effort of employees that determines whether a strategy flourishes or falters.
However, effective strategy execution requires more than just outlining goals and directives. It involves aligning the workforce with the strategic vision, fostering a culture of ownership, and providing the necessary resources and tools.
Case in Practice: Al Saedan Real Estate Company
Al Saedan Real Estate Company, a leading real estate developer in Saudi Arabia, is a notable example of integrating strategy execution and employee performance. In 2021, the company initiated its internal project “STEP” (Strategy Transformation Project) and formulated a task force (Transformation Leaders) comprising members from various departments and organizational levels to execute and transform its new vision. Below, we delve into the various aspects of this strategy implementation.
1. Strategic Alignment, Clear Communication, and Cascading Goals
By implementing a transparent communication system, Al Saedan’s leadership ensured that each team member understood how their work contributed to the company’s ambitious goals. This approach not only boosted motivation but also streamlined efforts toward strategy execution.
2. Setting SMART Goals
Al Saedan implemented a goal-setting process that aligned individual employee goals with the company’s strategic objectives. Each employee had SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals that directly supported the strategic initiatives.
3. Performance Metrics and Feedback Loops
The company introduced a data-driven performance management system.
Cross-functional teams were formed to encourage collaboration and innovation.
Teams had access to real-time dashboards showing key performance metrics related to the strategy.
Regular one-on-one feedback sessions discussed progress, challenges, and development opportunities.
4. Empowerment and Autonomy
The teams had the autonomy to make decisions and experiment with new ideas, fostering a culture of ownership and creativity.
By tracking and sharing progress through visually appealing charts, employees were empowered to take ownership of their contributions.
This transparency fueled innovation and collaboration across departments, propelling the company toward its objectives.
5. Recognition and Rewards
Al Saedan Real Estate Company’s recognition and rewards program is designed to ignite motivation and inspire employees to excel in their respective roles while actively contributing to the attainment of the organization’s strategic goals. The program encompasses a variety of gestures, including personalized plaques and trophies for individual achievements, an extra day of paid vacation to express appreciation for hard work, performance-based bonuses tied directly to specific targets and milestones, and celebrations of team excellence marked by team lunches, certificates of achievement, and extensive company-wide recognition.
Furthermore, the company values long-term commitment and consistently outstanding results, providing opportunities for career advancement and growth, including promotions and salary increases. The spirit of innovation is also nurtured and acknowledged through the company’s “Innovation Awards” and innovation certificates. An annual awards ceremony serves as the grand culmination of the program, highlighting the best talents across the company’s different functions.
As a direct outcome of our strategic execution, we have recently launched numerous real estate projects. These ventures span across residential, commercial, and hospitality sectors and have been made possible through strategic alliances and partnerships we have forged along the way.
Engaged employees who fully grasp the company’s mission play a pivotal role in achieving our objectives. Moreover, our commitment to SMART goals has become the foundation of our strategic progress, ensuring that our objectives are not mere aspirations but actionable plans.
Our success is also a direct outcome of our dedication to data-driven approaches. Lastly, we have observed that our company’s culture, which champions employee empowerment, directly correlates with increased ownership, enhanced collaboration, and a continuous drive for improvement.
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About the Guest Expert: Rami Al Tawil, Organizational Excellence Director at Al Saedan Real Estate Company, holds a master’s degree in industrial engineering from Jordan University of Science and Technology. With 19 years of expertise spanning Strategy Planning, Performance Management, Business Improvement, and more, he excels in aligning employees with strategic visions for consistent performance improvement.
Editor’s Note: This article was originally published in Performance Magazine Issue No. 28, 2024 – Employee Performance Edition.
The complexity of the world today is affecting many layers of society, from global governments to companies to professional and personal pursuits. What this means for organizations is their decisions and actions are influenced by the new intricacies brought about by technological advancements, globalization, cultural diversity, and consumers’ increasing sophistication. Strategizing for success in such an environment has become more complex due to the varied interests, goals, and expectations of stakeholders.
The challenge for organizations is to recognize and reconcile these diverse interests while aligning them with the overall mission and objectives of the enterprise.
Therefore, organizations should address and enhance stakeholder engagement and incorporate their feedback during strategy execution to minimize any negative impacts and increase the likelihood of successful plan implementation. A proactive approach is required to meet these challenges, starting with the early identification of stakeholders and the analysis of their expectations and interests. After identification, it is essential to group stakeholders according to specific criteria. This ensures a certain degree of consistency in the approach and organizational messaging and helps address their expectations uniformly.
The National Aeronautics and Space Administration (NASA) is an example of an organization that manages the involvement of its stakeholders. NASA provides some examples of stakeholders identified using a Life Cycle Stage approach. Considering the planetary impact of its missions—”NASA explores the unknown in air and space, innovates for the benefit of humanity, and inspires the world through discovery”—a broad spectrum of stakeholders is involved, from internal staff to the planetary environment and the public (see Figure 1).
Figure 1. NASA Stakeholder Identification throughout the Life Cycle | Adapted from the NASA website
NASA has an extensive approach to stakeholder identification and their expectations. The organization links them with the strategic objectives that the mission is meant to achieve. Understanding the mission objectives ensures that the project team collectively works toward a shared vision.
NASA also acknowledges the importance of involving stakeholders in all phases of a project. According to the organization, this involvement should be incorporated as an intrinsic “self-correcting feedback loop,” significantly improving the likelihood of mission success.
Capturing this comprehensive feedback is crucial as it avoids unexpected features emerging later in the life cycle. For example, space asset protection may call for certain design modifications, which could be costly to incorporate into a system that has already been developed. Reaching an understanding between the technical team and stakeholders about what is expected or intended for the system/product is crucial in the operational execution of the mission.
The organization ensures that the technical team comprehensively grasps the expectations and how they can be fulfilled by the product. Furthermore, it ensures that the stakeholders have reached a consensus on this understanding. In situations where it is determined that there are gaps or unclear statements, this procedure could lead to further improvement of the first set of stakeholder expectations.
Figure 2. NASA Information Flow for Stakeholder Identification | Adapted from the NASA website
One reason for strategy execution failure often stems from neglecting stakeholders who wield a significant influence over implementation. Early engagement ensures that diverse perspectives are considered during the strategy development phase, leading to a more comprehensive and well-informed plan. Continually engaging stakeholders fosters a culture of transparency, trust, and accountability throughout execution.
Effective stakeholder management requires two things throughout the process: communication and active collaboration. As the organization advances through strategy execution, ongoing communication and collaboration with stakeholders help in addressing challenges, obtaining valuable feedback, and making necessary adjustments in real-time.
Therefore, an inclusive and continuous approach to stakeholder involvement at all stages of strategy execution is a key driver for success, ensuring that the strategy remains adaptable, responsive, and aligned with the overarching goals of the organization.
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Editor’s Note: This was originally published in Performance Magazine Issue No. 29, 2024 – Strategy Management Edition.
In an age characterized by rapid technological advancements and market shifts, the importance of strategy—whether corporate or business—cannot be overstated. A well-defined strategy is a roadmap that guides organizations through complex market dynamics and helps them identify opportunities while mitigating risks. Effective planning and execution of this roadmap hinges on a thorough examination of its core concepts. This approach starts with a clear understanding of the relevant terms as well as how concepts differ, complement, connect, and contribute to the entire process.
Business Strategy and Corporate Strategy
Both business strategy and corporate strategy are essential for a company’s success. However, they differ significantly in scope, focus, and decision-making levels.
Business Strategy
Business strategy encompasses the methods an organization employs to achieve its goals within a specific business unit. It serves as a framework for generating value through the production and delivery of goods or services while focusing on effective competition within a particular market. This strategy includes allocating resources to execute the chosen approach as well as making decisions regarding the capabilities and activities crucial for market success. By concentrating on specific units, business strategies enable organizations to respond smoothly to market changes and customer demands.
Corporate Strategy
Conversely, corporate strategy outlines the overall plan for a corporation with multiple business units, focusing on achieving objectives at the highest strategic level. This broader approach manages the business portfolio to create value and ensure alignment with the corporation’s vision. It involves making critical decisions about where to compete across various industries and markets, including which businesses to enter or exit and considerations regarding diversification and strategic alliances. This high-level perspective is essential for guiding the organization toward sustainable growth and profitability.
Despite their differences, both business and corporate strategies are vital for a corporation’s overall success. Combined, they serve as a comprehensive framework for navigating the complexities of the modern business landscape.
Vision and mission statements serve distinct but complementary purposes, together forming a comprehensive framework for an organization’s direction.
Vision Statement
A vision statement articulates an organization’s long-term aspirations and desired future state. It inspires stakeholders by outlining what the organization aims to achieve in the future. Typically broad and aspirational, vision statements paint a clear picture of ultimate goals. For instance, Rockwater Energy Solutions’—a subsidiary of Brown & Root/Halliburton—vision statement is “As our customers’ preferred provider, we shall be the industry leader in providing the highest standards of safety and quality to our clients.”
Mission Statement
In contrast, a mission statement defines the organization’s current purpose and the specific actions it takes to achieve its objectives. It outlines what the organization does, who it serves, and how it operates daily. Mission statements are more concrete and focused, often detailing core values and guiding principles. For example, LinkedIn’s mission is “to connect the world’s professionals to make them more productive and successful.”
Together, the vision statement establishes long-term goals while the mission statement describes current objectives necessary to achieve those goals. This dual framework guides organizational activities and aligns stakeholders toward a common purpose.
Strategic Planning and Operational Planning
Synchronizing strategic planning and operational planning promote consistency in decision-making, but they serve different purposes and focus on varied timeframes.
Strategic Planning
Strategic planning involves outlining the future direction of an entity, which can be an organization, department, or individual. This process includes identifying goals and determining the methods to achieve them.
Typically spanning three to five years, strategic planning is a long-term process that evolves, allowing for annual adjustments. This plan is developed by top management, including the leaders, board members and other executives, while considering the external business environment, such as competition and market trends.
For a strong strategy, strategic planning should adopt a systematic approach. This includes clarifying the organization’s current state, analyzing the external environment, defining its mission and values, developing strategic themes, setting objectives with key performance indicators (KPIs), identifying initiatives, and regularly reviewing the strategic plan to ensure alignment and adaptability.
Operational Planning
Operational planning supports the strategic plan by aligning day-to-day activities with tactical execution. It plays a crucial role in achieving organizational goals through detailed short-term plans specific to departments. An effective operational plan includes several essential characteristics to ensure successful execution. It starts with an introduction and situation report, followed by an overview of tasks, objectives, and overarching goals.
The plan outlines the methods to be used, necessary resources (personnel, equipment, and supplies), and timelines with benchmarks and milestones. It defines the administrative structure, operating budget, and funding acquisition strategy. Roles and responsibilities are clearly specified, including required competencies for personnel. Monitoring mechanisms are established with relevant indicators. Finally, the plan includes provisions for reporting, all contributing to a comprehensive framework that aligns daily operations with strategic objectives.
SWOT Analysis and PESTLE Analysis
SWOT and PESTLE analyses are strategic tools designed to evaluate the internal and external forces affecting organizations. By using SWOT analysis to examine an organization’s internal capabilities and PESTLE analysis to assess its external environment, organizations can develop strategies to proactively address challenges and effectively plan for future initiatives.
SWOT Analysis
SWOT analysis identifies an organization’s internal strengths and weaknesses, as well as external opportunities and threats. This assessment informs strategic decisions by emphasizing strengths, addressing weaknesses, and capitalizing on opportunities while mitigating potential threats.
PESTLE Analysis
PESTLE analysis evaluates external factors influencing an organization, including political, economic, social, technological, legal, and environmental aspects. This framework helps assess a company’s objectives by identifying and analyzing crucial drivers of change in the external environment.
Both SWOT and PESTLE analyses serve as effective starting points for strategy formulation, offering valuable insights for business development and marketing efforts. Conducting these analyses enhances an organization’s understanding of its competitors and provides the insights necessary to gain a competitive advantage. Approaching them requires realism and attention to detail.
OKRs and the BSC
After defining their strategies through strategic and operational planning, organizations must measure progress effectively. Both objectives and key results (OKRs) and the balanced scorecard (BSC) follow a similar process of setting objectives, tracking progress, analyzing results, and making data-driven decisions.
OKRs and the BSC emphasize the importance of establishing clear objectives, promoting transparent communication about goal achievement, serving as strategic tools, and ensuring measurability across all organizational levels. This approach enables the effective communication of priorities throughout the organization.
Objectives and Key Results
OKRs are a goal-setting framework that organizations use to define and track their objectives and associated outcomes. The objectives component outlines what an organization aims to achieve, while the key results specify measurable outcomes indicating progress toward those objectives.
While both OKRs and the BSC are strategic management tools, they differ in several key aspects. OKRs prioritize ambitious, aspirational goals and encourage a bottom-up, decentralized approach to goal-setting and achievement. They often have a shorter-term focus, with quarterly reviews and adjustments. Additionally, OKRs emphasize intrinsic motivation and empower teams to take ownership of their work.
Furthermore, OKRs are best suited for organizations that thrive on innovation, agility, and employee empowerment. They are ideal for fast-paced, dynamic environments where adaptability is key. By focusing on ambitious goals and empowering teams, OKRs can drive significant growth and transformation.
Balanced Scorecard
In contrast, the BSC is a framework aimed at managing strategy in a balanced way across four key perspectives: financial, customer, internal processes, and learning and growth. It offers clarity regarding strategy and ensures that activities are aligned with strategic objectives.
The BSC typically focuses on more traditional, top-down, and centralized approaches to strategic planning and execution. They often involve longer-term objectives and KPIs, and they prioritize a balanced perspective that considers various aspects of value creation. While OKRs are more flexible and adaptable, the BSC provides a more structured and standardized framework for strategic management.
The BSC is well-suited for organizations that prioritize stability, control, and long-term planning. It is particularly effective in regulated industries or large, complex organizations that require a structured approach to performance management.
Knowing the differences between them will enable organizations to choose the right tool for the job and collaborate smoothly, eliminating uncertainty and driving efficiency. With this collective understanding, organizations can steer their roadmaps with goal-driven direction and purposeful synchronization.
