by Phil Jones | Updated 3 Jul, 2018 | Balanced Scorecard Perspectives, Strategy maps & mapping
Are you thinking of using shareholder return or shareholder value statements at the top of a strategy map or balanced scorecard. Some organisations want shareholder value at the top Rather than linking their financial objectives to profitability, some organisations...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Perspectives
This post is about the structure of strategy maps and in particular the financial perspective and objectives. Occasionally I meet someone from finance who wants to put the financial perspective at the bottom. Sometimes they want an additional financial perspective;...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Alignment, Strategy maps & mapping
This post is about the structure of a strategy map and the importance of using a purpose or mission statement at the top to anchor the strategy you are describing. Before we detail the financial perspective we must position the organisation’s purpose or mission...
by Phil Jones | Updated 26 Oct, 2017 | KPI & measure design
What could possibly make an organisation have a target that involved two people being killed. The Audit Commission (RIP) is the answer. I was developing a balanced scorecard with a Fire and Rescue Service and, obviously, they want NO deaths of injuries from fires....
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Perspectives
So often I come across “balanced scorecards” that have re-named the learning and growth perspective as “people” or “employees”. They think it is more representative. However the original name was given for a reason. There are three good reasons for keeping the name...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Various Types
As with many words in this area, they are used loosely. It helps if there are distinctions. It helps if you use plain English. I use “scorecard” when I am looking at a table of figures with results on them. Its a set of scores on a card (hence scorecard)....
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Design Principles
I sometimes get asked “How do you draw a strategy map on a page for a whole organisation?” The answer is you don’t do a balanced scorecard for a whole organisation. The answer is the same as for the question, “How do you limit a balanced scorecard to 24 measures?”...
by Phil Jones | Updated 18 Jul, 2018 | KPI & measure design
Why do we use objectives before measures? Because it makes it easier to refine and revise measures. What happens is we have measures but no objectives? In the absence of objectives, people designing performance management systems often compensate for problems with...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard Design Principles, KPI & measure design
Why should a balanced scorecard have objectives as well as measures? Developing objectives before measures prevents premature measure design. This is the tendency for people to leap straight to measures instead of defining more clearly what they want to measure. If...
