Links to more Balanced Scorecard information
Balanced Scorecard information
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Monthly Archives: April 2010
Don’t do a balanced scorecard for an organisation
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 … Continue reading
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Refining and revising measures
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 … Continue reading
Avoiding premature measure design – use objectives first
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. … Continue reading
Avoiding dysfunctional behaviours due to measures
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 … Continue reading
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The value of multiple metrics in the Balanced Scorecard
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 … Continue reading
Obliquity: Why customers & competencies are most important on balanced scorecards
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, … Continue reading