By Paul R. Niven
"Balanced Scorecard Diagnostics is a single-source advisor to appropriately examining the effectiveness of an organization's Balanced Scorecard, entire with the most recent instruments and knowledge to enforce corrective alterations, making sure your Balanced Scorecard is working at greatest functionality. all through this step by step advisor, self-assessment questions aid readers concentration corporation discussions to severely research their implementation efforts and propel Scorecard projects forward." "Balanced Scorecard Diagnostics is a must-read for everybody who desires to get the main out of the Balanced Scorecard in use at their organizations."--BOOK JACKET. Read more... the present nation of the balanced scorecard -- First issues first -- sooner than you degree -- technique maps -- Measures, objectives, and tasks -- Cascading the balanced scorecard to force organizational alignment -- Key balanced scorecard approach linkages : budgeting, reimbursement, and company governance -- Sharing balanced scorecard effects : reporting and strategy-centered administration conferences -- development the balanced scorecard at Aliant, Inc
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Additional resources for Balanced scorecard diagnostics : maintaining maximum performance
Strategy should always be the guiding hand in creating the budget, and simple questions employed in crafting them: Based on our strategy, what initiatives will distinguish us from our rivals, and what are the associated resource requirements? One of the many joys of writing books is having the opportunity to begin a dialogue with people from around the world on a topic of common interest. When I reflect on those sentiments, I believe it’s not simply my literary style, but the topics I discuss. ” But they are also profoundly important to the success of your business and have led organizations of every conceivable shape and size to embrace the Balanced Scorecard.
Qxd 2/8/05 10:56 AM Page 30 30 BALANCED SCORECARD DIAGNOSTICS the truly important from the marginally noteworthy. Once you’ve made the decision to use the Balanced Scorecard, your first obligation is to clearly explain why that choice has been made and what benefits you expect as a result. The more specific you are, the better—outline in vivid detail the challenges you face from competitors, changing customer tendencies, supplier pressures, stakeholder demands, and so on. Demonstrate to your team why change is not simply an option, but an imperative if you are to stay in the game and sustain your success.
Typically, those working on the pilot are the only group aware of the idea, and resources both in the form of budget and management attention tend to be scant. Once the pilot has been deemed a success, the idea is generally transformed into a program, gaining the attention of most senior managers and beginning to attract resources as it spreads throughout the company. The final stage in the internal life cycle of a business idea is that of pervasiveness. At this point in its evolution, the idea has become ingrained in the fabric of the organization and is practiced without being overtly discussed.