Blog Posts

Post Category: ‘Ownership and buy-in’

Whose Balanced Scorecard is it?

Working with a management team the other day, they showed me their recently created “Balanced Scorecard”. As is fairly common it was simply an excel spreadsheet showing a collection of measures, without any actions, projects, objectives or ownership. They had of course categorised them into perspectives, but in true “not invented here” fashion they had decided to call them “domains”. …

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Ten important Balanced Scorecard design principles

Balanced Scorecard Principles: Keys to success Here are ten Underlying principles for Effective Strategic Management and Performance Management using a Balanced Scorecard based management approach 1. If you don’t know where you want to go, you are unlikely to get there. 2. Be absolutely clear what you are using your scorecard for. 3. It is about cause and effect. 4. It is about …

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Paul Moody CEO Britvic talks about the benefits of their Balanced Scorecard

This is an interview on the BBC Radio 4 programme, Bottom Line, where Paul Moody explains how they communicate their message to around 3000 employees. It is as good an explanation as I have ever heard of what the balanced scorecard approach is all about.   Using the Balanced Scorecard approach to 1) Delivering a clear and inspirational message about where …

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Performance management and cultures: Nine tips

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 in almost any organisation): 1) …

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Changing the incentive and reward system using the Balanced Scorecard approach

In this video, (the third of three) Steve Lunn talks to Phil Jones about how he changed the incentive and reward system at Anglian Water using the Strategic Balanced Scorecard Approachas a central part of their Transformation project. A significant part of the transformation programme carried out at Anglian Water, was changing the incentive and reward structure.  Of course, changing …

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Transformation, the Balanced Scorecard, engagement and results

After several years of diversification, Anglian Water decided to revert back to its core regulated business and needed a transformation project to achieve it.  In this interview Steve Lunn describes how he used strategy maps and the balanced scorecard, amongst other techniques, as part of a successful two year transformation programme:   A programme that took Anglian Water from sixth place …

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Implementing strategy, getting engagement, using the Balanced Scorecard Approach

Ever wanted to ensure you engaged people and managed to change attitudes and  performance, as you rolled out your strategic balanced scorecard? In this video, Steve Lunn talks to Phil Jones about their work together at Anglian Water (AW) as AW rolled out a strategy to support their de-regulation and moving from a public sector culture to one that was …

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How to do weightings across your balanced scorecard 3 of 3

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 your balanced scorecard. There was …

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How you frame performance management discussions

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, when working with a recent …

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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 recently. When we first met, this Director was as sceptical and cynical of poor measurement approaches as any person I have met. We have just extended the pilot balanced scorecard programme to a full roll-out. After a recent presentation to the board, he said:“I have never …

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