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Caveats of single perspective strategies
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Strategic Framework Development
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10 Strategic Alignment problems
  • Poorly defined and communicated strategy
  • Lack of Strategic Vision ‘Buy-in’ or understanding from employees
  • Weak ‘Top-Down’ alignment through the Strategic, Operational and Tactical levels
  • Management system only responsive to short-term financial indicators and not long-term strategy
  • Organizational objectives and measures misaligned strategies
  • No ‘cause-and-effect- relationship understanding between functions and how processes contribute to all up strategic plans
  • Cluttered unrelated performance measures
  • No understanding of strategic drivers to achieve Objective Outcomes
  • Unbalanced organizational value chain
  • Framework employed to support measures rather than strategy
  • Poor systems of resource allocation
  • Weak customer/constituent relations

Regardless of your organization type, many entities operate with a somewhat myopic custom of driving strategic performance through a purely financial perspective. In times of increasingly restrictive budgets and dwindling bottom lines, these ‘lagging’ indicators are only pragmatically useful for short-term planning and provide no real framework for long-term strategic development or organizational alignment.

Balancing perspectives for the future
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The Balanced Scorecard is a management system that conveys your organization's strategic objectives into performance metrics via four organizational perspectives: Financial, Internal Processes, Customers/Constituents and Learning & Growth.

  • It provides a simple and transparent platform to translate strategy into measurable parameters allowing your strategic performance to be constantly monitored.
  • Demonstrates ‘cause-and-effect’ relationship mapping between the four perspectives to understand bottom line contribution.
  • Communicates your strategy effectively to all stakeholders and encourages individual and team ‘buy-in’.
  • Aligns individual employee goals with the organizations strategic objectives.
  • Promotes implementation and performance monitoring feedback to the strategic planning process.

 

Strategy Objective Identification
Develop interrelated organizational perspectives:

  • Financial Performance Perspective
  • Customer/Constituent Perspective
  • Systems and Process Design
  • Learning and Growth Perspective

Strategy Map Development
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  • Identify Outcome and Performance Driver Measures
  • Designing Strategy to Measurement links
  • Key Change Feedback–Loop Design
  • 'Cause-and-effect ' relationship mapping

Framework Management
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  • ‘Top-Down’ Strategic Alignment design
  • Resource Allocation and Management
  • Implementation Strategies
  • Metric ‘Dashboard’ Software Design and
  • Implementation
  • Metric/Risk Metric Management

Workforce integration
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  • Stakeholder Communication Strategies
  • Reward and incentive programs
  • Feedback Systems
  • Dashboard Training and Development
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