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By GSMIweb on 22-Apr-10 01:58.
The Balanced Scorecard: An Approach for Linking Strategy to Action ...or is it?© by Arthur M. Schneiderman An edited version of this essay appears at Optima Media Group's Scorecard strategy website Introduction Visit most any mid- to large-size organization and they will proudly describe their balanced scorecard (BSC). Ask them what they use it for and you will get a response (uncomfortably reminiscent of the drone from brainwashed characters in the 1950s movie The Manchurian Candidate): "We use it to link strategy to action." Dig a little deeper and they will tell you that they read a business article, attended a conference, or hired a consultant and that's where they learned about this great new business tool. But don't stop there. Ask them how they went about creating that scorecard and how they use it in their day-to-day management and the picture will start to become fuzzy. Probe even further and ask to see their BSC process flow diagram and you're likely to get nothing more than a blank stare.
Must Your Scorecard be Balanced?© by Arthur M. Schneiderman An edited version of this article appears in strategy + business Background Conventional wisdom mandates that a scorecard contain a balance of: financial and non-financial, lagging (results or retrospective) and leading (process or predictive), externally (customer) and internally (processes) focused, and short-term and long-term metrics. It also demands representation within a prescriptive framework; most often financial, customer, internal, and learning and growth. But is this really necessary? Let's first look at the origins of the "balanced" part of the scorecard.
The next five years of CSR - some progress An Article from Business Respect, Issue Number 69, dated 11 Jan 2004 By Mallen Baker In our first new year edition of Business Respect, two years ago, we made a number - nine no less - of predictions about what would happen in the world of corporate social responsibility over the coming five years. Two years in, and in the spirit of accountability, let's see how we're doing. 1. There will be a growing emphasis on the quality of management of corporate social responsibility - not just whether you do it at all. This prediction goes to the heart of the business case for CSR. All those who look for conclusive evidence of a link between CSR and the bottom line have to have some way of rating how well CSR policies are put into practice, not just what is the rhetoric. There is no other aspect of management where you would expect such a link to be automatic, regardless of the quality of your work.
The next five years of CSR - some progress An Article from Business Respect, Issue Number 46, dated 29 Dec 2002 By Mallen Baker This time last year, we made a number of predictions about what would happen in the world of corporate social responsibility over the coming five years. It may not be five years later just yet - but it's worth nevertheless fearlessly casting an eye back on each of these to see whether trends since that time suggest the predictions will ultimately hold up or not. 1. There will be a growing emphasis on the quality of management of corporate social responsibility - not just whether you do it at all. This prediction centred of the heart of the business case for CSR. People ask the question whether you can draw a correlation between socially responsible business practice and economic performance or share price. But there is no other aspect of management where you would expect such a link to be automatic, regardless of the quality of your work. Progress: Not much yet. Whether a company 'does' CSR remains pretty much a yes / no question. However, the factors that led to the prediction remain in place, and we think it still holds pretty good.
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