As fans of the Balanced Scorecard methodology already know, Kaplan and Norton reccomend five principles for the Strategy-focused Organization:
- translate the strategy to operational terms;
- align the organization to the strategy;
- make strategy everyone’s everyday job;
- make strategy a continual process; and
- mobilize leadership for change.
The City of Charlotte, NC applied these principles to become a Balanced Scorecard Hall of Fame winner.
I’ve always been struck by the fact that the words ‘metrics’, ‘measures’, and ‘indicators’ are nowhere to be found. As I’ve argued before,
The term scorecard has encouraged practitioners to think that the most important part of a balanced scorecard deployment is metrics (or KPIs) — i.e. the things that keep score. Unfortunately, metrics by themselves are unlikely to increase the performance of an organization.
Instead, I’ve encouraged organizations to go beyond keeping score to ensure that everyone has a common understanding of both what they are trying to accomplish (goals and objectives) and how they intend to accomplish them (programs and initiatives). An organization that aligns goals, initiatives, and metrics increases internal and external transparency, becomes more productive, and can respond to performance issues and market changes more quickly. They become an alignment focused organization.
In a related vein, Ganga Jennifer Harvey reacts to the confusion between human capital management and strategy management by coining the phrase performance-focused organization. In her words, a performance-focused organization is “one that ensures a structured, coherent focus on Performance at all levels as an integral part of the way in which they do their day to day business”. She encourages us to consider performance management at workforce, process, and organizational level. Although she doesn’t use the word, from my point of view she’s talking about cascading.
Strategy-focused, alignment-focused, or performance-focused. Whichever you choose, be sure you focus.