Archive | balanced scorecard

Quick Guide to Performance Management

After many years as a performance management enthusiast, I sometimes forget how much confusion there still is around the topic. Since I’m a big believer that standardized language helps reduce confusion, I’ve decided to summarize some of my deeply held beliefs on performance management: An objective describes what you want to accomplish. For example, ‘win…

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Software Consumption

I’m a fan of the logic model because it emphasizes outcome KPIs that monitor impact rather than output metrics that track activities.  I also like strategy maps because they are simple visualizations that force scorekeepers to recognize multiple points of view (aka perspectives). A few months ago, I combined the two ideas while working with a…

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Strategy shouldn’t be static

My previous company used the slogan ‘aligning execution with strategy’ to emphasize that often what companies do (their execution) often doesn’t match what they say they want to do (their strategy). The phrase became so common among employees, partners, and customers that we would sometimes slip up and say ‘aligning strategy with execution.’ When that happened, I would often…

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What’s Missing from your Balanced Scorecard?

Mark Graham Brown has published a short, but insightful, piece about eight categories of metrics that are often poorly designed called ‘What’s Missing from Your Scorecard?’.  I won’t incude the full article here since it’s available for purchase on Harvard Business Online, but Mark suggests that the eight areas that should be better represented on a balanced scorecard…

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Prioritization

Long-time readers know that, despite the prevalence of dashboards and other performance measurement solutions, I strongly recommend creating an alignment-focused organization as the fundamental way to improve performance. As I’ve said in many publications (BPM Magazine, Information Management, CxO magazine), To do so, organizations must motivate their employees with integrated and cascaded objectives, manage priorities…

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Can You Say What Your Strategy Is?

In the Harvard Business Review article Can You Say What Your Strategy Is?, David Collis and Michael Rukstad claim most executives cannot summarize their company’s strategy.  Of course, if executives can’t, no one else in the organization will be able to. And those organizations that don’t understand their strategy are unlikely to execute them successfully. In their words:…

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Web channel performance management

For many years, I’ve argued that performance management is not just limited to finance but instead has many flavors, including workforce, operational, and IT performance management. Most people now seem to agree and there’s even talk of pervasive performance management.  However, a critical analysis of the current situation suggests that marketing organizations are still early on…

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Treating citizens as customers

Last month Ingrid Koehler (re)started an interesting discussion on whether citizens should be considered customers. While the debate isn’t necessarily new, it might be back in vogue with a majority of U.S. voters clamoring for change but the nation in a difficult financial situation. In a comment, Kari Manovitch suggests one size doesn’t fit all and that community, customer or…

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Focused Organizations

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…

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Analysts on Strategy Management

Readers of this blog will know I have a deep affinity for a portion of Performance Management that has come to be known as Strategy Management. The most obvious explanation for my passion is the fact I ran a company often cited as pushing the envelope in strategy management. However, I’ve also always felt the…

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