Archive | scorecard

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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Traffic Lights redux

As I’m done bashing MBOs for now, I might as well revisit my concern with the ubiquitous red/yellow/green traffic light metaphor. While the metaphor is intended as a simple summary of performance (green = good, red = not good), for most business situations three levels of performance are not enough to truly judge results.  A…

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Dilbert on risk management

Even though I’ve spent a lot of time over the last year talking to clients about risk management, I haven’t covered the topic in this blog other than my post on Risk Friends and Key Risk Indicators.  This is especially odd as I’ve come to believe that strategy management and risk management are inextricably linked. …

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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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CFO turnover subsides

Financial Week must be a little bit schizophrenic.  A Sept 1, 2008 article titled “CFO turnover hits a record high” stated that, according to Crist Kolder Associates: CFO volatility—a measure of how often an executive leaves his or her finance post—reached its highest level in 13 years in 2007, with 128 CFOs departing their jobs,…

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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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Holiday week ramblings

Some thoughts on several recent postings to kick off your hoiday week. (A) Barry suggests Four Questions To Ask When Building Your First Strategy Map:  What’s the advantage that differentiates us from our competitors? What are the three most important things we need to measure to drive that advantage? What are the three most significant gaps…

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SMART Objectives, redux

While I don’t know if I’m “Smarter than a Fifth Grader”, I assumed that I was smarter than a goldfish.  But when I read Contrarian Goldfish’s “Smart Goals are Stupid”,  I began to wonder.  After all, I wrote about the usefulness of SMART objectives.  So, let’s investigate: 1.    Specific CG says “you cannot predict the future…

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