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.
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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