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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 [...] 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 [...] 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. [...] Seeing what you look for: The blindness of performance management In the last blog we moved from using just one eye, to talking about how that limits your perspective. In the same way limited measurement systems limit your perspective of the business. Last night I was introduced to some fascinating research from the University of [...] |
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