The Balanced Scorecard: Translating Strategy into Action Review

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The Balanced Scorecard: Translating Strategy into Action ReviewKaplan and Norton are the visionaries behind the Balanced Scorecard (BSc), and this is their first book on the subject. BSc as Kaplan and Norton conceived of it was focused on measurement, specifically measuring variables that had some linkage to corporate financial results so that the direction of the organization could be determined prior to the occurrence of a bad quarter or two. THE MEASURES OF ANY MANAGEMENT CONCEPT ARE ITS ADOPTION AND ITS STAYING POWER, AND KAPLAN AND NORTON'S BSc IS AN OVERWHELMING SUCCESS.
BUT companies that enacted BSc's started to tie them to corporate strategies, making them strategic management tools and not just measurement tools. One of the advancements was to tie define measures that measured the success of strategic intent as defined by specific objectives and goals. Another was to create cause and effect maps of the objectives, called "strategy maps."
Measurement is, of course, still an important part of the BSc, but the process of determining what to measure begins higher up the strategic ladder. KAPLAN AND NORTON THEMSELVES CHRONICLE THE GROWTH OF BSc INTO A STRATEGIC MANAGEMENT TOOL IN THEIR SUBSEQUENT WORK.
So, this book is a bit outdated, though it is still a useful introduction. However, I recommend that you try:
* Strategy Maps: Converting Intangible Assets into Tangible Outcomes by Kaplan and Norton
* The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, also by Kaplan and Norton
* Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results by Paul R. Niven
And a good introductory article to the idea of strategy mapping is "Using the Balanced Scorecard as a Strategic Management System", a Harvard Business Review article by Kaplan and Norton that is also available on Amazon.The Balanced Scorecard: Translating Strategy into Action Overview

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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success Review

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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success ReviewDEAN SPITZER has produced a ground-breaking book that shatters long-held, deeply entrenched conceptualizations of measurement that have resulted in measurement dysfunction. Moving beyond classical measurement theory and the focus on technical measures, Dean challenges all who create, track, use and are affected by performance measures to move away from measurement dysfunction characterized by:
1.Excessive focus on rewards
2.Fear
3.Measuring the wrong things
4.Measuring `looking good,' rather than `being good'
5.Measuring too much
6.Sub-optimization (measuring in functional silos)
7.Cheating
His cogent, compelling, specific remedies for transforming traditional performance measurement are to focus instead on:
1.Context: Continuously improve how measurement is experienced. [We rarely think about the "measurement experience" in organizations!]
2.Focus: Focus on measuring the right things. Focus on the `critical few' transformational measures, rather than the `trivial many' routine ones.
3.Integration: Use measurement frameworks and cross-functional measures to break down barriers and align the organization.
4.Interactivity: Performance measurement is just a bunch of `metrics' if it isn't the basis for dialogue. Dialogue around measurement makes it come alive, makes it meaningful, and promotes organizational learning.
Dr. Spitzer's thoughtful book is destined to be a classic due to its focus on the human aspects of performance measurement. Kudos and my gratitude to him for producing this practical guide.
Malcolm J. Conway
IBM Global Business Services
Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success Overview

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