By Paul R. Niven
The full consultant to studying and maximizing a company's balanced scorecardPresenting your next step for balanced scorecard implementation, Balanced Scorecard Diagnostics presents a step by step technique for studying the effectiveness of a company's balanced scorecard and the instruments to reevaluate balanced scorecard measures to force greatest functionality. CEOs, CFOs, CIOs, vice presidents, division managers, and enterprise experts will locate all of the crucial instruments for examining a balanced scorecard technique to figure out if it really is operating at greatest functionality and for seamlessly imposing adjustments into the scorecard.Paul R. Niven (San Marcos, CA) is President of the Senalosa team, a consulting enterprise solely devoted to aiding companies get best-in-class functionality. he's the writer of 2 profitable books, Balanced Scorecard step by step (0-471-07872-7) and Balanced Scorecard step by step for presidency and Nonprofit companies (0-471-42328-9), either from Wiley.
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Additional info for Balanced Scorecard Diagnostics: Maintaining Maximum Performance
These are undoubtedly important contributors to success, but are they necessarily strategic? • Resource barrier. Raise your hand if you love budgeting. I’m guessing not a single person will derive any aerobic benefit from that question! Budgets are much-maligned these days, with critics calling their very existence into question. We’ll examine the topic of budgets in greater detail in Chapter Seven, but for now suffice it to say that if your budget is not linked to your strategy, then where exactly is it aligned?
To be fair, however, I have witnessed implementations in which the building of a Balanced Scorecard has led organizations to reconsider their strategic directions and discover new paths, enlightened from the discussion and debate that characterizes Balanced Scorecard development sessions. ” Many organizations will turn to the Balanced Scorecard in an attempt to drive focus and alignment from top to bottom throughout the enterprise. Again, the Scorecard admirably answers this call through the deceptively simple objectives and measures that can be quickly communicated and grasped across the company.
Boston, MA: Harvard Business School Press, 2003), p. 53. 25. Allan A. MacDonald, “Implementing the Balanced Scorecard to Create a Strategy Focused Organization,” unpublished dissertation, 2004. 26. See note 24, p. 59. 27. Peter Drucker, Managing in a Time of Great Change (New York: Truman Tilley / Dutton, 1995). 28. Abraham H. Maslow, Maslow on Management (New York: John Wiley & Sons, 1998). 29. Marc J. Epstein and Jean François Manzoni, “The Balanced Scorecard and Tableau de Bord,” Management Accounting, August 1997, p.