The Balanced Scorecard ...
Levasana Douglas, Eastern University, Sri Lanka
Continued from
July 8
Balanced Scorecard Software
The balanced scorecard is not a piece of software. Unfortunately,
many people believe that implementing software amounts to implementing a
balanced scorecard. Once a scorecard has been developed and implemented,
however, performance management software can be used to get the right
performance information to the right people at the right time.
Automation adds structure and discipline to implementing the Balanced
Scorecard system, helps transform disparate corporate data into
information and knowledge, and helps communicate performance
information.
Why implement a balanced scorecard?
* Increase focus on strategy and results
* Improve organizational performance by measuring what matters
* Align organization strategy with the work people do on a day-to-day
basis
* Focus on the drivers of future performance
* Improve communication of the organization's Vision and Strategy
* Prioritize Projects / Initiatives
The balanced scorecard and measurement-based management
Processes are designed to collect information.
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The balanced scorecard methodology builds on some key concepts of
previous management ideas such as Total Quality Management (TQM),
including customer defined quality, continuous improvement, employee
empowerment, and primarily measurement based management and feedback.
Double-loop feedback
In traditional industrial activity, "quality control" and "zero
defects" were the watchwords.
In order to shield the customer from receiving poor quality products,
aggressive efforts were focused on inspection and testing at the end of
the production line.
The problem with this approach as pointed out by Deming is that the
true causes of defects could never be identified, and there would always
be inefficiencies due to the rejection of defects.
What Deming saw was that variation is created at every step in a
production process, and the causes of variation need to be identified
and fixed. If this can be done, then there is a way to reduce the
defects and improve product quality indefinitely.
To establish such a process, Deming emphasized that all business
processes should be part of a system with feedback loops. The feedback
data should be examined by managers to determine the causes of
variation, what are the processes with significant problems, and then
they can focus attention on fixing that subset of processes. The
balanced scorecard incorporates feedback around internal business
process outputs, as in TQM, but also adds a feedback loop around the
outcomes of business strategies. This creates a "double-loop feedback"
process in the balanced scorecard.
Outcome metrics
You can't improve what you can't measure. So metrics must be
developed based on the priorities of the strategic plan, which provides
the key business drivers and criteria for metrics that managers most
desire to watch.
Processes are then designed to collect information relevant to these
metrics and reduce it to numerical form for storage, display, and
analysis. Decision-makers examine the outcomes of various measured
processes and strategies and track the results to guide the company and
provide feedback.
So the value of metrics is in their ability to provide a factual
basis for defining:
* Strategic feedback to show the present status of the organization
from many perspectives for decision-makers
* Diagnostic feedback into various processes to guide improvements on
a continuous basis
* Trends in performance over time as the metrics are tracked
* Feedback around the measurement methods themselves, and which
metrics should be tracked
* Quantitative inputs to forecasting methods and models for decision
support systems
Management by fact
The goal of making measurements is to permit managers to see their
company more clearly from many perspectives and hence to make wiser
long-term decisions. The concept of fact-based management: "Modern
businesses depend upon measurement and analysis of performance.
Measurements must derive from the company's strategy and provide
critical data and information about key processes, outputs and results.
Data and information needed for performance measurement and
improvement are of many types, including: customer, product and service
performance, operations, market, competitive comparisons, supplier,
employee related, and cost and financial. Analysis entails using data to
determine trends, projections, and cause and effect that might not be
evident without analysis.
Data and analysis support a variety of company purposes, such as
planning, reviewing company performance, improving operations, and
comparing company performance with competitors' or with 'best practices'
benchmarks.
A major consideration in performance improvement involves the
creation and use of performance measures or indicators. Performance
measures or indicators are measurable characteristics of products,
services, processes, and operations the company uses to track and
improve performance.
The measures or indicators should be selected to best represent the
factors that lead to improved customer, operational, and financial
performance.
A comprehensive set of measures or indicators tied to customer and/or
company performance requirements represents a clear basis for aligning
all activities with the company's goals.
Through the analysis of data from the tracking processes, the
measures or indicators themselves may be evaluated and changed to better
support such goals." |