Differences with the GIMSI® Approach
Top-Down or Bottom-Up
he Balanced Scorecard imposes a rigid and robust design of the strategy and deployment in the company. This method prefers a top-down approach and is expressed essentially in a pyramid-type organization.
If the top-down approach is particularly effective in ensuring implementation of the strategy, as it has been defined in government circles (1), conversely it takes little account of the expectations and ambitions of the field staff, including managers.
Decision Making in Business
The individualization of salaries directly related to performance is chosen as the main motivator. But the question of decision making in business is much more complex than that. It necessarily requires a delicate phase of appropriation of the tool embodying the involvement of the actors in the heart of the process. This essential point deserves a particular interest.
French Tableau de Bord Gimsi®, a Cooperative Approach Involving Field Staff
GIMSI® method offers a different approach, based on cooperation.
It assumes that the effort lies not only in terms of defining the strategy and its implementation. The motivation and involvement of men in the field (all the more those of the critical processes) are much more important. At this level lies the crucial point for future success.
GIMSI compensates the top-down approach with a bottom-up approach by placing, after the policy is expressed and the critical processes identified, the importance of decision making in the foreground. Thus, it offers an efficient method to select and build real relevant indicators that contribute effectively to decision making.
The choice of relevant KPIs is indeed the cornerstone of any project management.
(1) Unlike the most common practices, designing a strategy must be participatory. Field agents have a more concrete vision of the market particularities. They hold vital information relating to such markets and they are those who must implement the strategy.
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