By Paul R. Niven
This e-book offers an easy-to-follow roadmap for effectively enforcing the Balanced Scorecard method in small- and medium-sized businesses. construction at the luck of the 1st version, the second one version comprises new situations in line with the author's event enforcing the balanced scorecard at executive and nonprofit corporations. it's a must-read for any association drawn to attaining step forward effects.
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Additional info for Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies
G. Wells many years ago. Applied to the Balanced Scorecard, this colorful language suggests that if you expect to achieve success with this tool, you must adapt it to fit your organization. Detailing that process is the subject of this chapter. Chapter 1 focused on the Balanced Scorecard as it was originally conceived with the for-profit world in mind. As private-sector firms around the world began to harness the power of the Balanced Scorecard, public and nonprofit agencies, in their own quest to improve results, turned to the Scorecard with intrigue.
Do they even possess any, or are they simply spinning their wheels and wasting precious resources in the process. We’ll return to the important topic of budgets in Chapter 10. ” It suggests an approach of staying close to your employees by speaking with them frequently and informally, ensuring communication is two-way and beneficial to all. ” We move from one crisis to the next, never taking the time to pause and reflect on our larger objectives, strategies, and mission. A client of mine uses the analogy of “working in the business,” that is, fighting fires, versus “working on the business,” that is taking the necessary break to examine things from a larger perspective.
A map serves the function of getting us from point A to point B, outlining the pathways of our journey that ultimately lead to our chosen destination. So it is with the Strategy Map, we’re defining the pathways (objectives) that will lead us to the execution of our strategy. When charting your course on a map, you move sequentially from one location to the next and the Strategy Map serves a similar function. The objectives appearing on the Map should not be viewed as isolated elements but should be woven together, taking you on a journey that leads to the execution of your strategy.
Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies by Paul R. Niven