Archive for the ‘Balanced Scorecard’ Category
#37 The Third of Three Things I Don’t Like About The Balanced Scorecard (It’s not a measurement methodology)
In the first part of this three part series, I posed the first challenge that I face with the Balanced Scorecard: it is hard to cascade meaningfully. And in part two was the second challenge: the Balanced Scorecard perspectives are too limiting.
The third thing I don’t like about it is this:
#36 The Second of Three Things I Don’t Like About The Balanced Scorecard (the perspectives are too limiting)
In the first part of this three part series, I posed the first challenge that I face with the Balanced Scorecard: it is hard to cascade meaningfully.
The second thing I don’t like about it is this:
#35 The First of Three Things I Don’t Like About The Balanced Scorecard (It’s hard to cascade meaningfully)
We have to applaud the Balanced Scorecard for the evolution it triggered in organisational performance measurement and strategy execution. But no model is without its limitations.
Certainly, on account of the Balanced Scorecard, we’re now seeing the measurement of non-financial results rather than just the financial, and we’re seeing strategies laid out in logical and cause-effect linked plans designed for execution rather than shelving.
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