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Management article
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Reference no. B0603D
Authors: Travis Manzione
Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 2006

Abstract

Challenging as it can be, building and cascading a Balanced Scorecard (BSC) isn''t necessarily the hardest part about implementing a BSC program. Many organizations stumble over the mechanics of using the BSC - specifically, over performance reporting. Why? Because they treat the BSC like another metrics project. To succeed with the scorecard, organizations must establish regular strategy management meetings that take BSC reporting out of the operational realm and elevate it to its proper - strategic - place. And the right reporting system can make all the difference. Read this article and learn how.

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Abstract

Challenging as it can be, building and cascading a Balanced Scorecard (BSC) isn''t necessarily the hardest part about implementing a BSC program. Many organizations stumble over the mechanics of using the BSC - specifically, over performance reporting. Why? Because they treat the BSC like another metrics project. To succeed with the scorecard, organizations must establish regular strategy management meetings that take BSC reporting out of the operational realm and elevate it to its proper - strategic - place. And the right reporting system can make all the difference. Read this article and learn how.

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