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Whether you base your strategy on a balanced scorecard, the Malcolm Baldrige Award criteria, six sigma, total quality management (TQM), or lean management framework, an organization should de ne and use clear, concise performance indicators that help its workers see the causes and effects of its strategy Strategy maps begin that process By focusing on critical areas, everyone can identify the true sources of business failure as well as the best practices that lead to future success This is also a logical place to link the strategy to the budgeting process 2 Communicate with Feedback The process of managing strategy continues with communication This context is reserved for senior management articulating to its employees its strategy Along with articulating strategy comes the all-important feedback to employee teams Remember the mantra, How am I doing on what is important A scorecard is the key tool for reinforcing communication of the strategy.

The size of the thing to be internationalized. Some suppliers charge by lines of code only, but this is merely the starting point. If you demand a xed price upfront, many vendors will gure the cost at US$1 per line of code, even if that line needs no work or is unused. This approach will cost you dearly, as many lines of code will not require any work at all. What was used to build it. The more languages, legacy code, and proprietary material there is, the more it will cost. The amount of user interface code. Graphical user interfaces (GUIs) are the bane of every developer s existence. While they are incredibly easy to construct, they are very dif cult to debug. What it touches. Even if your site has very little user-visible code, there may be lots of work depending on the complexity of the underlying information systems and what they link to. For example, a plain branding site could be relatively simple to globalize, but an e-commerce effort might tie into an inventory control, a production system, and then a procurement system. A supply chain site could also be very straightforward until you include manufacturers and suppliers in several countries, all of a sudden raising locale-related issues such as currency. The complexity is not caused so much by the internationalization project, but rather by how global your business and its processes are. Your company is probably already doing a lot of this conversion work, but it is most likely doing it manually or with some purpose-built program somewhere deep in the bowels of your IT shop.

Classical sociology attributes logical primacy to actors, but this is a primacy which authors like Foucault, and subsequently actornetwork theory,15 have substantially tempered, in that they prefer to conceive actors as effects of the networks in which they are embedded, and to replace the term actor with actant ,16 thereby including non-humans in the eld of interactions that give rise to agency As we shall see in the chapters that follow, the notion that identity arises from a eld of relations requires close attention to be paid to discursive practices as capacities to order heterogeneous elements and discursively to produce the positioning of things and persons within a practice.

Think of scorecards as the drive gears of the strategy map Think of a scorecard as having carefully selected and de ned indicators and measures, each weighted to re ect its relative level of importance that are weighted in the strategy map Think of a scorecard as a set of chain links of the strategy map s strategic objectives, where each chain link uses if-then relationships with leading and lagging measures to drive work efforts to align with the organization s mission and vision By integrating, distributing, and analyzing enterprise-wide information, an organization gains the power to act on this information ahead of its competitors The goal is to communicate a strategic vision to the entire workforce and empower employees to execute its strategy proactively, before events occur that demand a reaction.

To stay ahead, individuals must draw on their organization s business intelligence to make decisions based on hard facts that are timely, not on assumptions and late news And when it is too late, suf cient enterprise intelligence should be accessible to conduct root-cause analysis to x the situation and get back on track 3 Collaborate The process cycle of managing strategy ends with collaboration (The cycle never actually ends; it is a continuous iterative loop) By.

For the time being, however, we may adopt a methodological perspective which, once the nature of an institution of practices has been established, views analysis of situated seeing, saying and doing as an operational means to give concrete de nition to a eld of empirical analysis This methodological approach has already been used with good results by studies of gender as a socially situated practice (Bruni, Gherardi and Poggio, 2004; Martin, 2003) The concept of practice has recently acquired new vigourYet, despite the title of the book by Schatzki, Knorr-Cetina and Von Savigny (2001),.