The Balanced Scorecard Approach
The Balanced Scorecard Implementation
A Sizeable Project
We begin to understand that it is not enough to add dashboards here and there with indicators picked in various places, measuring any of these perspectives or the four of them, saying "That's it! We are designing Balanced Scorecard!". It is important not to stick to this one teaching.A Radical Reform
The implementation of specialized tools is only the last step and not the body of the project. It is also the easiest step. Let us not forget that beforehand, we must develop a practical and realistic strategy, conform to the model defined by Robert Kaplan and David Norton.It is a fundamental reform of the management and minds of all corporate staff that needs to be undertaken. The establishment of the Strategy Map (identification of causal links) and its application are otherwise more complex than setting tools. It requires other skills.
It is not a homeopathic approach that has to be adopted but a real constructive surgery. The operation is complicated and the side effects on the modes of the company's mechanism are more than consequent.The Balanced Scorecard is not a "thing" that is added just like that, thinking that tomorrow, with this new tool, everything will be damned better! It will drive you crazy when you try to apply them within companies, SMEs or not, with their own effective conceptions of strategy, probably effective by the way.<> For the method to be operational, the process of "conversion of minds" has to be followed from beginning to end.
An Advice: Keep the method only for companies that do not develop strategy (there are many) and are willing to accept standard and square principles of operation (there are much fewer...).
Be Careful: The project is long and very expensive. When preparing the budget, in order to convince employees and polarize the actions, the time spent by all executives in integrating this new way of thinking has to be considered.Additional resources
Share this...
| Tweet |
| ©1998-2011 NODESWAY | Privacy | Legal |
| Balanced Scorecards |
|---|
| Definition |
| BSC at a Glance |
| History |
| Advantages & Disavantages |
| Strategy Maps |
| BSC in Substance |
| BSC and Dashboard |
| BSC Principle |
| The 4 Perspectives |
| What is/is not the BSC |
| The BSC Approach |
| BSC vs Executive Dashboard |
| US Style vs French Touch 1 |
| Gimsi Approach 2 |
| BSC & Gimsi 3 |
| Gimsi in Ten Steps 4 |
| Recommendations & Advice |
| Comments on Strategy Maps |
| Resources |
| Total Performance Scorecards |
| BSC Reference Books |
| BSC Reference Web Sites |
| Business Intelligence |
|---|
| Data Warehouse Project |
| Decision Support System |
| Six Sigma |
|---|
| Six Sigma |
| What is Six Sigma? |
| Origins of Six Sigma |
| Six Sigma Profit |
| Principle of Six Sigma |
| DMAIC Methodology |
| Six Sigma Project |
| Six Sigma Resources |
|---|
| Six Sigma Glossary |
| Juran Institute Roadmap |
| Six Sigma Books |
| Six Sigma Web Sites |
| References |
|---|
| Bookshop |
| About Us |
| Confidentiality |
Certification
InterDeposit Digital Number
© 1998-2011 NODESWAY
| Balanced Scorecard Books |
|---|
Harvard Business Press
The Strategy-Focused Organization
How Balanced Scorecard Companies Thrive in the New Business Environment
www.amazon.com
www.amazon.fr
The Balanced Scorecard Translating Strategy
into Action
www.amazon.com
www.amazon.fr
