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When discussing Mission and Vision, the word, “Purpose” also gets used. In some cases defining mission as if it is purpose. I used to do that, but the two words are different in plain English. (I have a rule – if there are two words in plain English they probably mean two different things). I [...] For the previous two articles in this series I have made it clear that you should NEVER do weighting of measures across your balanced scorecard. Never ever. It is a waste of time, trust me. I have seen people try it and it becomes an academic exercise with no real purpose. It adds nothing to [...] 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 [...] There was a recent discussion on linkedin where someone suggested that the balanced scorecard was too expensive, complex and too long winded to implement, in small businesses. I disagree, from a perspective of having designed many for small business and not-for profit organisations If you take the view, as I do, that a strategy map [...] 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 that are locally optimal, but dysfunctional in the big picture and wider system. By their [...] At an Institute of Director’s economic briefing in November, the Chief Economist of the IOD said that we are still facing uncertainty, its just that the uncertainties are changing. I think the uncertainty continues to change, especially with impending elections and economic fog. Therefore I find two tools most useful in this time of uncertainty [...] Using Judgement and Evidence in Modern Balanced Scorecards: the use of subjective and qualitative measures. Audience questions and responses I presented a BetterManagement webinar on this subject, on 14th October, and it received a lot of interest. You can listen again to the webcast on the better management site (See link at the end) Here [...] Do be aware how you frame a performance management discussion I often encounter clients whose experience of performance management discussions is that they are a game of scoring the maximum amount and justifying a high score or protecting against the potential consequences of a low score. The conversation is dominated by the consequences. In contrast, [...] The importance of accountability. I am a great fan of the “Undercover Economist” series of articles by Tim Harford, that appears in the Saturday Financial Times. This week Tim asks why would people so poor that their weekly wage would not even cover the cost of the newspaper put their children into private school, when [...] 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 [...] |
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