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CHAPTER THREE
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and correlated to corporate wellness. Corporations have found it difficult to establish a corporate sigma level that correlates with the overall corporate performance.
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LIMITS OF THE BALANCED SCORECARD
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Current measurement systems tend to focus on operations, and measurements for the strategic aspects of the business are limited. This leaves leadership unable to relate to the overall performance of the business. Robert Kaplan and David Norton (1996) addressed this discrepancy when they developed the Balanced Scorecard in the early 1990s. The idea was to supplement the usual financial measures that were insufficient to manage modern organizations. Their view was that a balanced group of measurements that supports the corporate strategy would enable an organization to achieve the business objectives. A Balanced Scorecard includes measures in four areas: Financial, Customer, Internal Business Processes, and Learning and Growth, as shown in Figure 3-2. The Balanced Scorecard reveals a much broader view of what is happening in an organization than traditional financial measures alone do. This broader view, though, is only part of the value added
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CustomerRelated Measurements
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Financial Measurements
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Vision and Strategy
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Internal Business Operations Measurements
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Learning and Growth Measurements
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FIGURE 3-2.
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Balanced Scorecard system. (Kaplan and Norton, 1996.)
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by the Balanced Scorecard approach. The real contribution of a Balanced Scorecard program is to link the objectives in each of the four perspectives. Each organization selects specific measures and draws specific links between them. The Balanced Scorecard is best deployed at the strategic level and flowed down through the organization. Work groups can devise their own Balanced Scorecards that show their contribution to the strategy of the organization. Action plans and resource allocation can be determined according to the work groups contributions to the corporate Balanced Scorecard objectives. While implementing a Balanced Scorecard, managers articulate their strategy for the organization. Departments go through the training and attend sessions to develop the vision, strategy, and measurements that will lead to a Balanced Scorecard. They develop objectives and targets as well as action plans. Weaknesses in the organization can be identified through the reporting process and corrected through the learning process. In theory, if a Balanced Scorecard is created at each department level, it could become a major measurement challenge. People who have experienced the process, however, say that by the time the Balanced Scorecard gets to work groups, the strategy has become unrelated to employees and too much effort is required to maintain the system. As with any new methods and their associated learning curves, challenges are expected. The Balanced Scorecard has been successfully implemented at hundreds of companies; however, the remaining millions of businesses still need a practical measurement system that will enable them to improve profitability. As Kaplan and Norton state in The Strategy Focused Organization (2001), the execution of the measurement system is more important than the measurement system itself. Accordingly, fewer than 10 percent of the strategies outlined on the Business Scorecard were successfully implemented. This implies that the measurement strategy must be simplified for a successful execution.
CHAPTER THREE
MEASUREMENTS ACCORDING TO THE GOAL
Another classic approach, developed by Eliyahu M. Goldratt and Jeff Cox in the book The Goal (1992), appears more practical in the sense that it simplifies the main strategy for a business: to make money. The key measurements suggested in The Goal are Throughput, Inventory, and Operating Expenses. This approach stresses two main underlying beliefs: (1) Each business has many constraints, and (2) a linear approach to improving profitability sometimes leads either to localized improvement but no impact on profitability or to an adverse impact on profitability. Typically, businesses measure things such as shipments, income, speed, behaviors, work environment, physical space, overtime, efficiency, competition, market, technology, quality, scheduling, delivery, constancy of purpose, expenses (short-term and long-term), loss of good employees, sales, bottlenecks, productivity, effective meetings, R&D effectiveness, return on investment, and cash flow. These measurements tell us how various aspects of the businesses are performing; however, they do not tell us whether they are adding to the bottom line.
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