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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 [...] 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. [...] Why do we use objectives before measures? Because it makes it easier to refine and revise measures In the absence of objectives, people designing performance management systems often compensate for problems with measures by adding more measures in the hope that they are communicating and covering all the aspects. This unfortunately leads to overload, confusion [...] A culture of performance Good performance should develop a culture of performance, rather than one of “Measure mania” and “The tyranny of targets”. This underpins how we implement balanced scorecards that make a difference to an organisation I define a culture of performance as: A visible and explicit pattern of behaviour, actions and values, working [...] How to get buy in for Balanced Scorecards and Performance Management The question is very current as I had the most amazing compliment from a Balanced Scorecard client last month. When we first met, this Director was as sceptical and cynical of poor measurement approaches as any person I have met. We have just exptended [...] Principles of effective balanced scorecards Part 2 “Our Balanced Scorecard is an unfocussed mess.” Many years ago I was chairing a Balanced Scorecard conference. There were over 120 organisations represented and there seemed to be 120 different ways of doing the Balanced Scorecard being promoted. Over dinner I was sitting amongst a group of people [...] |
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