Notes from Balanced Service Scorecard by Tyagi and Gupta, June 2008
On the original Balanced Scorecard
- As a strategic management system geared towards the organisations executives – is not useful at the operations level
- Employees at the operations level can not relate to the BSC thus causing a gap in communication between executives and employees
- BSC does not relate to the organizations structures, thus it appears to be an imposed set of measurements.
- BSC does not provide guidance for input at the process level. It only takes measurements of output.
- BSC does not address the intangibles of an organisation and thus remains incomplete. It does not addrss the issues of leadership, employee innovaiton, and improvement
Performance measurement is the process of developing indicators using metrics for driving progress toward business goals.
Performance measures have evolved through the industrial age, quality age, information age, and now into the knowledge age.
Today's objective is for sustained profitable growth. The driver is customer value.
Ability to Predict
According to Jeff Hawkins book On Intelligence, intelligence implies the ability to predict. Holistic and comprehensive business scorecards should include leading indicators (not just financial lag indicators).
The Service Scorecard should balance cost and revenue, improvement and innovation, management and employees, execution and growth.
To establish measurements in different areas, answer:
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Performance Management Development
Generic process of developing a performance management system could be described in 5 steps:
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A measurement system can have 3 columns identifying Framework Elements, Objectives Of Each Element, and Performance Measures Of Each Objective.
Each objective many also have Long-Term and Short-Term Actions identified.
Maintaining transparency through clarity to details at the bottom, and renewing with seasonal variations.
A business is composed of processes, therefore each part of the Service Scorecard must represent key business processes.
10 attributes of a good scorecard:
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The fundamental strategy is sustained profitable growth.
Without transforming business objectives into process objectives, strategic reslts cannot be realized.
The scorecard must be aligned to various organizational roles – leadership, management, employees.
GLACIER Model
Growth
Growth and profit are considered contradictory propositions in many businesses.
Leadership
In most organizations, leadership is measured through overall financial performance driven by the shared value and market trends. Such a perspective results in an inconcsisten direction conflicting with the corporate vision and values, fluctuatin outcomes, and cycles of performance instead of sustained success.
The two measures for leadership are Employee Recognition for significant added value and ROE.
Acceleration
Most organizations improv continually but not fast enough.
Rate of improvemet is a measure of acceleration. Each departmetn must establish a goal to achieve higher performance deliverd faster and more cost-effectively.
Collaboration
CRM, SRM (supplier relationship managment), and PRM (partner relationship management).
Innovation
Four types of innovation: fundamental, platform, derivative, and variation.
Types of service innovation include business model, market, operations, process, experience, and on-demand innovation.
Execution
Excellence in service delivery. Service accuracy and cycle time are effective measures.
Retention
Three categories of customer requirements are Assumed, Market Driven, and Love to Have.
Originally posted 2009-03-01 18:21:19.
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{ 1 comment… read it below or add one }
Sounds like you have had experience with the BSC from an inexperienced mentor or within a “self-taught” organization. My comments concerning the BSC:
“As a strategic management system geared towards the organizations executives – is not useful at the operations level”
Disagree – the BSC, as a strategic guidance methodology – serves as a lens through which executive leadership can determine priority of action at the operational level. It is a strategic filter, if you will, when applied appropriately.
“Employees at the operations level can not relate to the BSC thus causing a gap in communication between executives and employees.”
Disagree – If the BSC is cascaded appropriately (including a robust communication plan), employees at the operational level can absolutely understand and relate to the BSC. This involves a phased approach with interviews, focus groups, and surveys.
“BSC does not relate to the organizations structures, thus it appears to be an imposed set of measurements.”
Disagree – the BSC is built within the organizational structure, and by the leadership throughout.
“BSC does not provide guidance for input at the process level. It only takes measurements of output.”
Disagree – the BSC itself was not intended to “provide guidance” for inputs or outputs at the process level, only to monitor key metrics. The initiatives, whether they be lean, six sigma, or TOC focused will target the operational measures.
“BSC does not address the intangibles of an organisation and thus remains incomplete. It does not addrss the issues of leadership, employee innovaiton, and improvement”
Disagree – the Learning and Growth perspective is intended to capture elements of Human Capital, Organizational Capital, and Intellectual Capital. It is a holistic approach across the entire enterprise.
I have worked with this methodology (as well as all CPI disciplines) around the world, and it has been a proven success in churches, opera companies, military, and commercial industry. Feel free to contact me if you need any help.