Decision Making Problem Solving

Scorecard Best Practices: Design, Implementation, and by Raef Lawson, Denis Desroches, Toby Hatch

By Raef Lawson, Denis Desroches, Toby Hatch

Scorecard most sensible Practices: layout, Implementation, and review expertly exhibits you the way to bridge the space among Scorecard concept and alertness via hands-on studies and precious case stories. it's the one-stop source you are going to flip to for the newest instruments and knowledge to enforce corrective adjustments. even if you're a CEO, CFO, CIO, vice chairman, or division supervisor, Scorecard top Practices is the publication you'll retain at your fingertips to get your organization working at greatest functionality.

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Top-level management buy-in is important to the success of a scorecard system. However, it is not instant insurance that the initiative will be immune from failure or termination. Sometimes, a change in top management can mean ‘‘pet projects’’ of the outgoing management team could also be eliminated. From the SHAPs study, 14 percent of the respondents that discontinued their scorecard system did so because of a change in management. To ensure that a scorecard system initiative is not derailed, it needs to be integrated into the performance management fabric of the organization.

This can be as elaborate as throwing a party, holding an award presentation, or providing a monetary reward; or as simple as a memo to the organization, or an article in the company newsletter. These ‘‘celebrations’’ can also pique the interest of those that have not yet been part of the process. Success often breeds success and those employees that originally may have had a negative view of the process can often be influenced by an internal story of success. For example, a well recognized, worldwide consulting company announced its scorecard implementation successes in an internal newsletter specifically related to performance measurement and achieving strategy.

SUNY, Hyperion, and Pepperdine scorecard) study, about 8 percent of the respondents indicated they had implemented a scorecard system but had not realized significant benefits. Another 10 percent of respondents discontinued use of their implemented scorecard system. Examining each of these sets of organizations yielded very similar reasons for these results. Many were related to not having a supportive organizational environment. 1 shows the reasons given by organizations for discontinuing use of their scorecard system.

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