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I sometimes get asked “How do you draw a strategy map on a page for a whole organisation?” The answer is the same as for the question, “How do you limit a balanced scorecard to 24 measures?” The answer is you don’t. You don’t do it for a whole organisation. You do it for a [...] Why do we use objectives before measures? Because it makes it easier to refine and revise measures In the absence of objectives, people designing performance management systems often compensate for problems with measures by adding more measures in the hope that they are communicating and covering all the aspects. This unfortunately leads to overload, confusion [...] Why should a balanced scorecard have objective as well as measures? Developing objectives before measures prevents premature measure design. This is the tendency for people to leap straight to measures instead of defining more clearly what they want to measure. If you decide how to measure, before you are clear what you want to [...] More holistic – less divisive One of the underlying causes of the dysfunctional behaviour sometimes experienced in performance management is where individual measures and targets look at only specific parts of a problem.As a result are asked to achieve targets that are locally optimal, but dysfunctional in the big picture and wider system. By their [...] John Kay the economist posted an article about the value Balanced Scorecard in business. In life, and business, we should judge ourselves by a balanced scorecard. Among the management fads and fashions of the last twenty years, the balanced score card is one that survives, and deserves to survive. The principle is that the performance [...] Reading reviews of John Kay’s latest book Obliquity, they bring out how the theme of the book is that route to success is often through the search for something else: Taking the oblique route. It is a paradox, he says, that to achieve objectives you are better not have to focus on something completely different. [...] |
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