 Building A Dynamic
Business Scorecard
Suggested Audience: General managers, CFO's and other finance
managers, CIO's and IS managers, quality managers, sales and marketing
managers, HR managers, consultants
No doubt about it. The Balanced Business Scorecard is a hot item in
business circles, with over 60% of major companies claiming to have at least
one. However, when you look carefully at this phenomenon you find that few
scorecards are fully operational and performing as intended.
Many scorecards suffer from three issues:
- problems associated with the
standard 4-box scorecard model used by many organizations,
- a suboptimal
development process and
- inadequate implementation planning.
This one- to two-hour presentation offers up a better mousetrap: the
Dynamic Business Scorecard (DBS). The DBS and its development process were
designed explicitly to avoid the difficulties associated with the Balanced
Scorecard.
Topics covered may include:
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The history of performance measures and
the scorecard |
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Why a scorecard makes sense for virtually
any organization |
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The standard 4-box model and its
deficiencies |
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Alternative scorecard models |
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The logic of a dynamic approach to
business scorecards |
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The development process and implementation
planning |
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Scorecard components and definitions |
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The two "Ahas": the DBS as a
strategic planning and management system |
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New developments and trends in performance
measurement |
Typically, Dynamic Business Scorecard workshops are five days in length
with a one-week or longer break after the third day. This workshop is geared
to creating a working scorecard and implementation plan for an organization,
and requires the participation of the organization's senior leadership for
at least two days. One-day and half-day educational versions are also
available.
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