Strategic Performance Management Specialists
We help you improve performance and deliver your strategy
,
by designing and implementing Balanced Scorecards, properly.


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Strategic Performance Management Specialists
Benefits you can get from working with us...
Some clients and quotes from them...
The full range of balanced scorecards we have implemented
Case studies from some of our clients...
Articles that will help you develop balanced scorecards better...
How we can help you...
About Excitant and how to contact us...


Performance Management Benefits

The Benefits of Strategic Performance Management
The benefits of well designed and implrmented balanced scorecards
Different demands on
performance management
Developing a culture
of performance


Introducing Strategy maps
Ensuring strategic alignment

Balanced Scorecard experience

Balanced scorecard case studies
Balanced Scorecards in Commercial organisatons
Balanced Scorecards in departments & Functions
Balanced Scorecards
in the Public Sector
Balanced scorecard
articles & white papers
Our Balanced Scorecard Blog
Our Newsletter on balanced scorecard thinking
How we can help


Balanced Scorecard: Top tips
How to avoid Measure Madness

Please, please, please, Never use a measure without explaining why!

We all know about dysfunctional measures. One that distort behaviour, cause information to be hidden, ambulance drivers to park outside Accident and emergency,

Why. Simply, because measures on their own do not communicate what is required. This is one of our favourite rants.

Lets take a simple example. Central government send out over 100 measures of “Best value” for councils. Until recently, not one actually said why it was being measured. You had to guess and interpret what was the intention.

What is going on? So someone in Whitehall (or corporate headquarters) is deciding that a particular issue is important. Rather than explaining what they want to achieve they decide to present it as a measure. So someone spends ages thinking up suitable measures to represent what they are thinking.

Now, rather than explaining the thinking and why the measure was chosen, they just communicate the measure. But, the measure is actually merely a surrogate for what they are thinking: What they want to achieve.

You receive the measure. Now you have to reverse the logic. Here is the measure. What did they mean by that? What was their underlying thinking? You have to guess the underlying logic. To work backwards to the original objective.

Ever played the children's game Chinese wispers, where the message gets passed along the line and becomes distorted as it goes.?  Of course by the time these steps have been taken (think of the objective, create the measure, communicate it, guess what it means or rather what they intended, communicate it to others, and then act to satisfy it) you can be a long way from the original intention. 

It gets worse when the first measure does not work so another, and another is added. Its like a series of ranging shots from a gun, this one fell short, so try something a but longer next time.

This is compounded when the measure, without the explanation is used to rank or penalise people. How will I be penalised.

So our message to everyone is this:

Never, ever, ever….use or communicate a measure
without explaining why you are using it:
What you are actually trying to achieve.

And if you are given measure, always ask,
“What are you trying to achieve by measuring this?”

It’s the least you deserve.

For a more extensive look at the culture of measurement, see our article A culture of performance in our case studies area.

More top tips

 


Our clients say:

“The big difference has been changing our way of thinking. Helping us to look at the organisation as a whole, more rationally and critically, and how we move forward”


Making the case for the Balanced Scorecard
done properly...

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