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    • Balanced Scorecards Tools to Increase Organizational Alignment A Presentation for the 2004 OHA Annual Meeting Missy Richard Kendall L. Stewart, M.D. June 14, 2004
    • What is the point?
      • We all long to work and serve in organizations that are committed to excellence.
      • We all understand that excellence is hard to achieve and still harder to sustain.
      • We are all looking for strategies and tools that will help us make a difference.
      • The balanced scorecard is one such tool.
      • Implementing these powerful tools to increase organizational alignment and accountability is neither easy nor simple.
      • But the results they can produce are worth the effort.
      • We will share one of ours.
      • After listening to this presentation, you will be able to
        • List three strategies that will assist you in your pursuit of organizational excellence,
        • Identify three elements of a balanced scorecard (BSC),
        • Give three reasons why using scorecards makes sense,
        • Discuss three difficulties you can anticipate when launching your BSC,
        • Suggest three practical strategies for overcoming these difficulties, and
        • Point to several resources that can be helpful to you in your passionate pursuit of organizational excellence.
    • What are the foundations of organizational excellence? People Planning Process Performance
    • What practical strategies will promote the creation of a culture of excellence?
      • People
        • Embrace discomfort.
        • Identify champions.
        • Develop leaders.
        • Define the “Rules of Engagement.”
        • Extrude negative leaders.
      • Planning
        • Align the organization around your strategic values.
        • Adopt a framework for organizational excellence.
        • Adopt a process improvement methodology.
        • Deploy a simple strategic planning process.
        • Take the long view.
      • Process
        • Design and deploy an organizational change process.
        • Deploy leadership teams throughout the organization.
        • Document key organizational processes
        • Empower a limited number of interdisciplinary process improvement teams.
        • Engage stakeholders in real work.
      • Performance
        • Identify key performance indicators.
        • Demand comparative data.
        • Set measurable short- and long-term goals.
        • Insist on detailed action plans.
        • Deploy balanced scorecards (BSCs) throughout the organization.
    • What exactly is a balanced scorecard (BSC)?
      • This is a collection of key indicators that reflect the department’s performance.
      • They are “measures that matter.”
      • The indicators are chosen based on the organization’s strategic values.
      • These report cards include a “balance” of leading (performance drivers) indicators and lagging (outcome) indicators.
      • The leading indicators should support the lagging indicators on the scorecard.
      • Monthly indicators are preferred but these may not always be available.
      • Whenever possible, these indicators should be compared against best national practices; your performance should be percentile-ranked against a regional or national database.
    • Why does using balanced scorecards make sense?
      • They force users to focus on performance.
      • They force leaders to focus on meaningful indicators.
      • They require leaders to manage by fact.
      • Since everyone in the organization begins searching for their own indicators that support the organization’s strategic objectives, BSCs increase organizational alignment.
      • They naturally encourage improved performance and benchmarking.
      • They enhance communication and networking.
      • BSCs demand accountability and call for action plans.
      • BSCs strongly support continuous organizational improvement
    • What difficulties can you expect?
      • Identifying the right indicators is hard work.
      • Finding national benchmarks can be difficult.
      • Following too many metrics is a constant temptation. More is not necessarily better.
      • Collecting the data may be a barrier.
      • Achieving consensus about key indicators is usually a challenge.
      • Those who have never been forced to “manage by the numbers” may feel overwhelmed.
      • After key indicators have been selected, directors will experience definite pressure to “make the numbers.”
      • This opportunity to embrace an important tenet of the for-profit business world is critical to your organization’s continued success. However, higher expectations always bring discomfort. This is a good thing.
    • What strategies will help launch your balanced scorecard successfully?
      • Stop waiting until you have the perfect indictors and the perfect data. You never will.
      • Stop waiting on senior leaders to figure this out. Some never will.
      • Find colleagues who’ve done it and pick their brains. They are eager to help.
      • Brush off criticism. Leaders take heat for two things—doing the wrong thing, and doing the right thing!
      • Find or create comparative data. This is your secret to success.
      • Abandon flawed indicators. People hate meaningless work.
    • Where can you learn more?
      • Kaplan RS and Norton DP, The Balanced Scorecard . Harvard Business School Press, Boston, 1996.
      • Kaplan RS and Norton DP, “The Balanced Scorecard - Measures That Drive Performance,” Harvard Business Review, January - February 1992.
      • Kaplan RS and Norton DP, “Putting the Balanced Scorecard to Work,” Harvard Business Review, September - October 1993.
      • Stewart KL, “Team Leadership: Some Guidelines for Making It Work,” A SOMC White Paper, 2000.
      • Stewart KL et, al., A Portable Mentor for Organizational Leaders . SOMCPress, 2003
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    • How can you contact us? Kendall L. Stewart, M.D. Medical Director Southern Ohio Medical Center President and CEO The SOMC Medical Care Foundation, Inc Phone: 740.356.8153 Email: Missy Richard Physician Recruiter Southern Ohio Medical Center Phone: 740.356.8428 Email:
    • Southern Ohio Medical Center  Safety  Quality  Service  Relationships  Performance  What questions remain?