For IT Management Professionals

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	November 15, 2004 The Balanced Scorecard For IT: Value Metrics by Craig Symons with Marc Cecere, Adam Brown	Average: 8  (1 rating)

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Executive Summary

The Balanced Scorecard (BSC) has gained significant traction within our client companies at the corporate level as well as with IT organizations. IT organizations successfully use BSC as a measurement and management tool to transform the IT organization from a cost center or support organization to an enabler of business value. Our research demonstrates that a successful BSC depends on the quality of metrics: the metrics must be jointly developed with business partners and must communicate in a language understood by business. Business value at its basic form equates to shareholder value in the public sector, i.e., those enterprises that are stock (equity) based. Nonprofit and government sector enterprises should focus on stakeholder value, which is somewhat more subjective and therefore more difficult to measure. Organizations that make business value a priority in their BSC implementations will be more advantageously positioned to drive the necessary change required to evolve from a business support role to a business enablement role.

TABLE OF CONTENTS

• The IT Value Perspective
• Start With Strategy Alignment

RECOMMENDATIONS

• Plan Your BSC
• Related Research Documents

This is an excerpt