by Phil Jones | Updated 27 Oct, 2017 | 4G Balanced Scorecard, Behavioural & cultural change, Culture of performance, Paradigm shifts, Quality of conversation
Most of what we see in “Balanced scorecards” are technical tools. Many of the questions we see and hear on balanced scorecard forums are technical questions. Many balanced scorecard projects are seen as, primarily, technical projects. This applies to of...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Perspectives
Perhaps the biggest, and most common, mistake I see in strategy map and balanced scorecard design, is failing to describe the objectives in the external customer perspective, from the perspective of those customers. This sounds obvious: after all it is called the...
by Phil Jones | Updated 29 Oct, 2018 | Balanced Scorecard Projects
I saw someone peddling the idea that 70% of balanced scorecard projects fail. A statistic that is somewhat distorted from the original author’s definition of 70% of performance measurement initiatives. There is an expression I fall back on in these when I...
by Phil Jones | Updated 29 Oct, 2018 | Behavioural & cultural change
In another post I explained how many public sector organisations pull back from sacking people. “This is the public sector – we can’t sack people!” Yet, the very people who you need to be moving on, can be the ones that are most difficult to...
by Phil Jones | Updated 29 Oct, 2018 | Behavioural & cultural change, Culture of performance
This is a phrase I keep coming across, “You can’t sack people in the public sector”. Here is the catch: When you want to bring about cultural and behavioural change there will be some people who cannot, or will not, change their behaviour. They...