|
||||||||
|
If you have ever tried to cascade measures on a balanced scorecard you have a problem that is common to many starting down the balanced scorecard route. By developing the scorecard you look for the right measures that will cascade as meaningful drivers of the behaviours and results of others. However, in making those steps [...] Recently I ran a KPI development workshop for a Public Sector client. The feedback was interesting: “Seeing the whole picture enabled us to be more confident when dealing with business units, enhances our business knowledge and helps is pick out anomalies.” “We can adopt these principles of objective setting to see KPI measures in a new [...] Working with a management team the other day, they showed me their recently created “Balanced Scorecard”. As is fairly common it was simply an excel spreadsheet showing a collection of measures, without any actions, projects, objectives or ownership. They had or course categorised them into perspectives, but in true “not invented here” fashion they had [...] Balanced Scorecard Principles: Keys to success Here are ten Underlying principles for Effective Strategic Management and Performance Management using a Balanced Scorecard based management approach 1. If you don’t know where you want to go, you are unlikely to get there. 2. Be absolutely clear what you are using your scorecard for. 3. It is about cause and [...] In a linked in posting someone posted a suggested development time line for the Balanced Scorecard approach. In summary they said (the piece in italics): Performance measurement tool (1992) Performance management system (1996) Strategic management and control system (2000) Strategy Maps and Office of Strategic Management (2004/5) The transition from the management accounting school to [...] I was surprised to come across references to the King’s Fund research where they suggested that the new commissioning arrangements for GPs taking over fund holding might be managed using a “balanced scorecard”. Frankly I was shocked. You see the NHS do not understand the balanced scorecard approach at all. Let me give you some [...] The problem when Everything gets called a balanced scorecard Mistakes to avoid: When every performance measurement approach is a “Balanced Scorecard” and every collection of measures is a “scorecard”, it creates a real problem with the language of performance. The phrase has acquired such a broad meaning that distinctions in the quality of different [...] An important aspect of balanced scorecard thinking is to understand what drives performance. The objectives in the learning and growth perspective are vital for this. The problem is many organisations change the name of the learning and growth perspective and rename it the “People perspective”. However this causes problems. Let us take just a [...] There was a suggestion earlier that if the management team want a weighted ranking then give them one. I would not do that. I would do something different: you can think of it either as “reductio ad absurdum” or improving the quality of conversation. Instead of giving them and answer that will always be wrong [...] Following on from the previous post, where I said never do weighting across the measures of a balanced scorecard. Someone suggested that in the public sector there is a weighting process where measures are rated poor, average, good, and an overall score is given for the organisation based upon the individual ones. My response: What [...] |
UK 08456 809209 or
+44 1780 784887 
Strategy Mapping for Learning Organizations is now available
Click cover for more information
|
|||||||
|
Copyright © 2012 Strategic Performance Management: Phil's Blog - All Rights Reserved |
||||||||
RSS feed