Blog Posts

Post Category: ‘Balanced Scorecards: Avoiding mistakes’

Balanced Scorecards as steering wheels

As you browse the web or read articles you will come across various “Balanced Scorecards” that are represented as steering wheels or jigsaw puzzles or other symbolic pictures.  The most well known example of this is the Tesco Steering wheel (from around 20 years ago), though many others exist  (Just search Google for ‘Scorecard steering wheel images (google search – …

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Milestones and activities are not measures: but they are still useful

I was listening to my colleague and friend, Stacey Barr this week.  In her seminar, she was making it very clear that many make the mistake of using things that are really milestones or activities, when they are talking about measures.  She is right.  However, people are using them for a reason, and I want to explain why. As Stacey …

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Leading indicators: Ten different types for different situations

Leading and lagging indicators seem to create confusion for some people, yet with a clear understanding, it is easy to see explain how they work and help people think productively about how to create and use them. In this article I want to explain how different types of leading indicators are needed and will occur in different circumstances.  I will …

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Do 70% of Balanced Scorecard project fail? NO!

A recent posting on LinkedIn casually referred to the “statistic” that “70% of balanced scorecard projects fail” Only 10 minutes research pulled up the original source for this statistic and it is clear that the statement is not what was said by the original source. The original research on the failure of performance measurement initiative. It seems that Neely and …

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The Balanced Scorecard is not a technical tool: It is a social tool!

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 all generations of balanced scorecards and many implementations.  To many, the whole approach is thought of as a technical solution …

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The customer perspective: talking in their voice

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 Customer perspective.  It is outside the organisation.  It is an outcome rather than an output.  It should describe …

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Do 70% of balanced scorecard fail? No and more reasons why…

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 hear these sort of statements- “Those that say it cannot be done should not get in the way …

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Best Practice Balanced Scorecard templates (They are asking the wrong questions)

So often I see discussions on LinkedIn and other places asking for Balanced Scorecard templates.  I also see lots of offers of balanced scorecard excel templates as well. I only raise this because recently I was in a discussion where someone was after “Best Practice”  templates.   Most of the discussion was asking for templates, making offers of them and …

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Balanced Scorecards in Charities, NFP and Social Enterprise – Three mistakes to avoid.

Mistaken approaches to Balanced Scorecard Perspectives for NfP organisations To really create change and implement strategy in a charity, you need more than a simplistic scorecards.  You have to be thinking modern Balaced Scorecard approach: One that systematically supports strategy and change.   One impediment to their successful application is a failure to understand the  operating (or business) model and …

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Cascading balanced scorecards for meaningful measures & KPIs

If you have ever tried to cascade measures in a balanced scorecard you have a problem that is common to many starting down the cascading balanced scorecard route. By developing the scorecard you look for the right measures that will cascade as meaningful drivers of the behaviours and results of others.  However, in making those steps the gap between strategy …

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