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Challenge 2: Driving performance – KPI and driver models Having got control of their organisations, (Challenge 1), executives then want to drive change and improvement. So, a popular second stage is to attempt to focus effort and create change using a combination of KPIs and Performance Driver Models. Performance Driver Models are used to [...] Mistaken approaches to Balanced Scorecard Perspectives for NfP organisations To really create change and implement strategy in a charity, you need more than a simplistic scorecards. You have to be thinking modern Balaced Scorecard approach: One that systematically supports strategy and change. One impediment to their successful application is a failure to understand [...] Challenge 1: Getting control – operational Scorecards Many Executives start in a search for control and the basic discipline of management reporting. What we call, “Getting a grip on the organisation”. The approach they use is often to collect a wider view of measures across the organisation, reported in a way that provides greater [...] A linkedin question recently was about the integration of the Balanced scorecard framework and the Project hierarchy. The questioner desctibed their situation like this: “We have a top level strategy map for company-wide usually contains 15-25 main strategic objectives (for example: Regional sales growth). We are able to cascade each main strategic objective into [...] Does the Balanced Scorecard need to consider financial capital in the Learning & Growth perspective?The question A recent question on a Linkedin forum was, “Does the BSC need to explicitly consider the financial capital in learning and growth perspective? ” The questioner followed up with “Commercial organizations need funds such as equity and debt on an ongoing basis for continued operations and growth. But the learning and growth perspective [...] When I did my book launch at the Ritz this week, (Come on allow me to bask in glory for a while) . When I spoke I suggested that the way we manage is designed to absorb friction. Let me explain. The challenge of converting strategy into performance is neatly summed up by one of [...] Treat this as an off the wall, whimsical post – with a serious intent…. One thing that we all see far too much of – Management. One problem with many organisations is that we spend too much time managing, we create too many rules and practices and processes for management, in fact we create entire [...] I see many conversations about leading indicators and so many people getting confused or having arguments about whether an indicator is leading or lagging. This article provides a simple way of breaking through this problem. The whole debate about whether an indicator is leading or lagging is one of perspective. Not (simply) perspective in the balanced scorecard [...] I frequently see postings and hear statements where people suggest that strategy is about being different. Startegy is about differentiation. Saying strategy needs to be different is a myth. It is only a competitive strategy in a market to create distinct profits that requires difference. Actually strategy can be the same and can be copied – [...] I get this question a lot. It is not that people don’t understand planning, but there is oten an unclear line in their minds between where strategy stops and planning starts. I have met senior people in “Strategic planning” roles who describe their job title as an oxymoron. A contradiction in its own sentence. When [...] |
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