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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 [...] On a Linkedin discussion a Chief Executive from a Housing Association asked about how best to go about a) the process of identifying and measuring leading performance indicators. b) with practical experience of implementing performance management systems and cultures. Having worked with Housing Associations in the past, here were seven quick tips (Which would apply [...] Chatting with a client the other day I was describing how some management teams, without a disciplined method to select and choose measures, will add extra measures into the collection, “just to make things clearer”. A problem that results in measure mania. He choose took a different angle and moved the conversation onto the [...] A client in the public sector are undertaking a large lean initiative to reduce costs and improve services. When I started talking to them about fourth generation balanced scorecards, they asked how it related to their “Strategy deployment matrix”. I must admit I had not heard of these, though the title seemed self-explanatory. So, I [...] 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 [...] 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. [...] If you manage an airline, you will know that your aircraft have to leave and arrive on time, you need efficient check-ins, you want to ensure your planes are full and you want to optimise the income (yield) from each flight. These are each “points of performance”. If you run a meals on wheels service [...] 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 [...] |
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