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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 [...] There was a question on Linkedin where someone was asking how to do weightings across the measures of a balanced scorecard. My reaction: Never ever try – it is a waste of time. It is a pointless exercise that turns a meaningful report into an meaningless mathematical average from which you can deduce precisely nothing. [...] Dear Prime Minister, I understand your point that we should not just think about money, but the idea of measuring the nation’s happiness, fills me with woe (and my happiness quotient dropped as a result). Let me explain why I have some concerns about this idea by explaining the problems of measuring the nation’s happiness [...] This post is about the structure of strategy maps and in particular the financial perspective and objectives. Occasionally I meet someone from finance who wants to put the financial perspective at the bottom. Sometimes they want an additional financial perspective; sometimes it replaces the one at the top. Their argument is that it is the [...] What could possibly make an organisation have a target that involved two people being killed. The Audit commission (RIP) is the answer. I am developing a balanced scorecard with a Fire and Rescue Service and, obviously, they want NO deaths of injuries from fires. The typical number of deaths in their region is two or [...] So often I come across “balanced scorecards” that have re-named the learning and growth perspective as “people” or “employees”. They think it is more representative. However the original name was given for a reason. There are three good reasons for keeping the name “Learning and growth”. First, names such as “employees” or “people” or “culture” [...] The NHS IT delivery programme has a dreadful track record. It is not surprising when you look at their methodology and the techniques the NHS and the ISIP programme recommend for benefit mapping, benefit management and benefit realisation. They are fundamentally flawed. Here are some of the many reasons why they fail: They ignore the [...] A tragic story of targets and “Incentives” When explaining how poor targets and measures destroy common sense, I often cite the case of Accident and Emergency (A&E) times in UK NHS hospitals. The government (through the Department of Health & Social Services DHSS) were concerned that patients were having long waits within A&E. So, to [...] A recent forum discussion I was involved in centred around how you should engage people with measures and the effect of incentives, on the culture of performance. In my experience there are several aspects that alter the culture of performance, of which incentives (at the normal levels in organisations) is one of the least influential. [...] Principles of Effective Balanced Scorecards Part 5 “Strategy is about what we choose to do, and what we choose not to do” Michael Porter You’ll recall, in a previous blog, we talked about a useful test of any scorecard or strategy map is, “Can I tell the strategy from this?” You will have already realised [...] |
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