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Executive Summary
Kaplan and Norton's Balanced Scorecard (BSC) approach to measurement and management has gained traction and been adapted for IT. However, the BSC is not just another metrics reporting system; it is a measurement (where are we) and management (how do we get better) system. Our ongoing research reveals that while many have attempted to implement the BSC, few have succeeded to the point where it is having a significant impact on their operations. In analyzing those failed efforts, the No. 1 cause was poor metrics selection. Sound metrics that link strategy to action and drive process improvements can be difficult to develop, but sound metrics implementations go beyond the metrics themselves to include the quantity of the metrics, the commitment of individuals to the metrics, the accountability for performance to the metrics, and the breadth and depth within the organization in which the metrics are deployed. Clients that implement a rigorous methodology in developing and deploying their metrics will significantly increase the likelihood of success in their Balanced Scorecard efforts. By adopting the following methodology, organizations will greatly improve the quality of their metrics.
TABLE OF CONTENTS
- Balanced Scorecard Failures Often Relate To Poor Metrics
- A Metric Development Framework
- Target Setting
- Initiatives
- Validation And Review
RECOMMENDATIONS
- Making Metrics Count
ALTERNATIVE VIEW
- Metrics Rigor Not For Everybody
- Related Research Documents
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