Don't get me wrong, I love my job but sometimes it is very difficult to work. I live far away and I take the commuter bus so I am gone from the house, usually 12 hours a day. It only leaves 4 waking hours at home, one of which is getting ready for work. I try to get up a little early to do something for myself...recently it has been Facebook and Blogging. I have been working on some projects at work for six or seven years waiting patiently for them to come together.
One such project is Strategic Planning. I work with the executive team on the Strategic Plan. I came on board when I asked my boss then, Gerard, if I could reduce my hours and be home for Greg when he got out of middle school. He is now 18 years old! That's how long it has been. For a few years, it was all ramping up and trying to figure out how to effectively create a Balanced Scorecard (BSC) and a Strategic Plan. Theory really. Over the years Kim, my partner, and I have learned the theory, and tried to keep it going as the management team tried to be devoted but still kept it separate from the "real work". The BSC gurus always talked of a "burning platform" a compelling reason to change the organization and get behind the strategy but we really never had one that was compelling enough to hang the BSC on. Meanwhile, Kim and I started getting the sense of where the strategy should be, at least to what level and started sharing that with the execs. Well, we finally got our "burning platform" in the form of a technology project that is big and, like a miracle, we sat in a planning meeting and watched as the strategy melded with the operations discussion and the strategy became real. It was a beautiful thing.
One such project is Strategic Planning. I work with the executive team on the Strategic Plan. I came on board when I asked my boss then, Gerard, if I could reduce my hours and be home for Greg when he got out of middle school. He is now 18 years old! That's how long it has been. For a few years, it was all ramping up and trying to figure out how to effectively create a Balanced Scorecard (BSC) and a Strategic Plan. Theory really. Over the years Kim, my partner, and I have learned the theory, and tried to keep it going as the management team tried to be devoted but still kept it separate from the "real work". The BSC gurus always talked of a "burning platform" a compelling reason to change the organization and get behind the strategy but we really never had one that was compelling enough to hang the BSC on. Meanwhile, Kim and I started getting the sense of where the strategy should be, at least to what level and started sharing that with the execs. Well, we finally got our "burning platform" in the form of a technology project that is big and, like a miracle, we sat in a planning meeting and watched as the strategy melded with the operations discussion and the strategy became real. It was a beautiful thing.
I love the feeling of seeing something you've worked so hard on coming to life. Congrats. Yay for balanced scorecards.
ReplyDelete