The Balanced Scorecard: Translating Strategy Into Action by Kaplan Robert S. & Norton David P

Author:Kaplan, Robert S. & Norton, David P. [Kaplan, Robert S. & Norton, David P.]
Language: eng
Format: epub
Tags: Non-Fiction, Business
ISBN: 9780875846514
Amazon: 0875846513
Goodreads: 109623
Publisher: Harvard Business Review Press
Published: 1996-09-02T06:00:00+00:00

Team-based measures of performance

The measurements for the rollout procedure evolved over the course of the implementation process. In the first phase, senior management established the context and framework for the Balanced Scorecard. It engaged managers to develop measures for their areas of responsibility and develop an implementation plan for cascading the scorecard approach downward within their organizations. The initial measure for accomplishing this implementation phase was percentage of top managers exposed to BSC. After the introductory phase had been completed, the Balanced Scorecard was communicated throughout the organization, along with specific implementation plans. The organizational alignment measure shifted to percentage of staff employees exposed to BSC. In the third phase, senior management and executives were to define specific targets for the financial and nonfinancial measures on the scorecard, and to link their incentive pay to achieving these targets. They introduced a new measure, percentage of top managers with personal goals aligned to BSC, to reflect the outcome from this process. And, in the final implementation phase, all individuals were to have their activities and goals linked to scorecard objectives and measures. The alignment outcome measures for this phase became percentage of employees with personal goals aligned to BSC and percentage of employees who achieved personal goals.

Figure 6-6 Personal Goals Alignment—Measurement Concept

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