Blog Posts

Post Category: ‘Strategy maps & mapping’

Using shareholder value or return at the top of a strategy map or balanced scorecard

This post is about using shareholder return or shareholder value statements at the top of a strategy map or balanced scorecard. Rather than linking their financial objectives to profitability, some organisations put shareholder value or shareholder return at the top of their financial perspective.  Shareholder return consists of the increase in both the value of shares and the dividends received …

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Strategy maps and balanced scorecards need an organisational purpose statement at the top

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 statement at the top of the strategy map.  (For the purpose of this conversation I am …

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Don’t do a balanced scorecard for an organisation

I sometimes get asked “How do you draw a strategy map on a page for a whole organisation?”  The answer is the same as for the question, “How do you limit a balanced scorecard to 24 measures?” The answer is you don’t.  You don’t do it for a whole organisation.  You do it for a particular management team and scope …

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The value of multiple metrics in the Balanced Scorecard

John Kay the economist posted an article about the value Balanced Scorecard in business. In life, and business, we should judge ourselves by a balanced scorecard. Among the management fads and fashions of the last twenty years, the balanced score card is one that survives, and deserves to survive. The principle is that the performance of a business is judged, …

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Why benefit management fails in the NHS

The NHS IT delivery programme has a dreadful track record. It is not surprising when you look at their methodology and the techniques the NHS and the ISIP programme recommend for benefit mapping, benefit management and benefit realisation. They are fundamentally flawed. Here are some of the many reasons why they fail: They ignore the landscape and context, confusing benefits …

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Rapidly evolving and changing strategy

How do you handle rapidly evolving and changing strategy with a balanced scorecard? Today I opened my email and found out that my “BT yahoo search is now powered by the nations favourite search engine – Google!”. Yes Yahoo uses Google. It is hard to believe that these rivals from only a few years ago are now in such close …

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Cascading balanced scorecards

How do you cascade a balanced scorecard?  Here are some simple rules that I use when when cascading balanced scorecards, learnt when I worked with Norton & Kaplan.  Ones that I continue to apply with my clients. 1) Cascade objectives rather than measures. While some measures cascade, many do not naturally translate across organisational boundaries or down through the organisation. …

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Strategy maps and the tangible future

Balanced scorecards need a strategy map to orientate them towards the strategy. Strategy maps need a tangible future to describe the future that the strategy will deliver in a way that is tangible and clear.     Strategy is fundamentally how you move towards your future: What choices do we make to achieve our ambitions? What timescale do we have …

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Strategy maps are about cause and effect

Strategy is about change and improvement, so Strategy maps have to reflect that change and balanced scorecards have to be able to track that change to manage performance. Modern, third and fourth generation, balanced scorecards have strategy maps. These contain the objectives from which balanced scorecards can develop their measures, targets, actions, responsibilities. Strategy is fundamentally about change. So it …

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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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