deadly sins of a balanced scorecard

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Overcoming the 9 Deadly Sins of Balanced Scorecards by Mohan Nair The balanced scorecard has become a vital tool for corporations. The key to successfully implementing a balanced scorecard lie in these factors; understand self, know the learning cycle, know the road map for implementation, treat it as a project, use technology as an enabler, cascade the scorecard. However, there are several pitfalls that can sabotage a successful implementation. Sin #1 Ignoring essential priorities behind scorecarding Middle management and senior leadership should have the same priorities, that way they are all working to the same goals. Also, balanced scorecards should be more about direction than just measurement. Finding where you are in respect to your goals, is the key to getting there. Sin #2 Working without a cause Organizations tend to rely on strategy and scorecards and forget that the way to transform themself is to find a cause. A common cause motivates people and brings all core competencies and goals to focus. Sin #3 Being confused by naysayers Naysayers can destroy the momentum of the balanced scorecard. But they can also strengthen its implementation with all their questioning. Employees may not like the idea of a balanced scorecard because it holds them accountable, it highlights what they do and don’t do, its another thing to do, amongst other reasons. So management should anticipate this reaction and continue with the implementation. Sin #4 Moving with urgency and rushing to enterprise-wide implementation Corporations should not implement a balanced scorecard throughout the entire organization at the same time. Instead, they should allow themselves to go through a learning and transformation period. There are four phases in the maturity of a balance scorecard program: Triggers, drive the market. Corporations must use economic triggers

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