Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
Scorecard practitioners often say that the Balanced Scorecard (BSC) isn''t a program, it''s a process. Yet before it evolves into a process, it begins life as a program. And like any program, it requires executive sponsorship, a committed team, and a well-crafted project plan. All these things help ensure that the program gets the proper care and feeding during its first 12 to 18 months of life, while it is taking root. But there''s one more criterion that''s critical to the ongoing success of any such program: demonstrating its tangible benefits. Indeed, any BSC program that fails to generate results in that first year or so is certain to go down in memory as just another failed ?flavor of the month? management idea.
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Abstract
Scorecard practitioners often say that the Balanced Scorecard (BSC) isn''t a program, it''s a process. Yet before it evolves into a process, it begins life as a program. And like any program, it requires executive sponsorship, a committed team, and a well-crafted project plan. All these things help ensure that the program gets the proper care and feeding during its first 12 to 18 months of life, while it is taking root. But there''s one more criterion that''s critical to the ongoing success of any such program: demonstrating its tangible benefits. Indeed, any BSC program that fails to generate results in that first year or so is certain to go down in memory as just another failed ?flavor of the month? management idea.