We can improve financial KPI performance, like cash flow, revenue, costs, and profit, through its synergistic relationship with non-financial KPIs. (more…)

Balanced Scorecard Strategy Maps are popular but is a Strategy Map or Results Map better to map and communicate strategy? (more…)

Mark Hocknell, my lead licensed PuMP Partner, wrote this article, "Let's Ban KPIs", which was posted here as well as Mark's own website. To avoid duplicate content, this article now links...

A post from Guest author Louise Watson, licensed PuMP Consultant from Adura Strategy. I'm working in the Middle East with two Canadian companies with operations in Qatar, and I have been thinking about how the work I am doing with them has really put a spotlight on how the PuMP® Performance Measurement Blueprint can elev...

When I first started my career in performance measurement, the Balanced Scorecard was the new thing. I was really excited at first, as it was being heralded as the best methodology for measuring organisational performance that had ever been developed. I was the Measurement Consultant in Queensland Rail at that time, and my hope was that I’d found the guidance I’d been looking for to lead my col...

IN THIS EPISODE: A Case Study interview with Jerry Stigall, a Strategy Professional who led Douglas County to win the Balanced Scorecard Award for Excellence. (more…)

The Balanced Scorecard has well-known implementation problems. There has been much criticism of the Balanced Scorecard by organisations that have attempted to implement it. They hoped to quickly manifest a meaningful suite of KPIs that has everyone focusing on what matters most in fulfilling the mission, vision and goals. But didn’t.

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.

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:

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 pla...