By Paul R. Niven
''As a practitioner and inspiration chief, Paul Niven is beautifully bridging the gulf among BSC idea and alertness via hands-on stories and real-world case reviews. The publication offers a realistic street map, step by step, to devise, execute, and maintain a successful scorecard crusade. effortless to learn . . . tells a robust tale with classes learned/best practices from worldwide purchaser implementations. Must-read for someone drawn to BSC or grappling with how one can create a strategically aligned organization.''—Vik Torpunuri, President and CEO, e2e Analytix''In Balanced Scorecard step by step, moment version, Paul Niven offers an intuitive and enormously powerful blueprint for transitioning strategic ambition to execution. Paul's pragmatic technique presents leaders with a device for coping with a company's trip from strategic principles to world-class functionality. The Balanced Scorecard is a masterful software for steering businesses via transformation, and that i communicate from own adventure while I say Paul's blueprint works! it's the superior advisor i've got obvious. Balanced Scorecard step by step will serve any chief good if their ambition is to successfully have interaction their groups achieve a collection of strategic goals.''—Allan A. MacDonald, vice chairman, revenues and shopper strategies Bell Canada nationwide Markets''Paul Niven has performed it again!!! With this e-book, he has extra operationalized the enlightened Balanced Scorecard suggestion right into a absolutely useful procedure that optimizes enterprise execution and performance!''—Barton Johnson, President, monetary Freedom Senior investment company, The opposite loan expert
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''As a practitioner and idea chief, Paul Niven is beautifully bridging the gulf among BSC conception and alertness via hands-on studies and real-world case experiences. The e-book offers a realistic street map, step by step, to plot, execute, and maintain a profitable scorecard crusade. effortless to learn .
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Extra info for Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
Quoted in 11th Annual Worldwide Luminary Series, “Leading to Greatness” participant workbook, November 2, 2005. 8. Ernst & Young Center for Business Innovation, “Measures that Matter,” 1999. 9. 10. 11. 12. , p. 13. Thomas O. Davenport, Human Capital (San Francisco: Jossey-Bass, 1999), 7. Interview on National Public Radio’s Morning Edition, October 27, 2000. Testimony by David M. S. Senate, February 2001. 13. pdf, 2002. 14. Haig R. Nalbantian, Richard A. Guzzo, Dave Kieffer, and Jay Doherty, Play to Your Strengths (New York: McGraw-Hill, 2004).
As hard as we tried to engage people, they just didn’t seem inclined to get on board with us. Finally, after considering every logical textbook intervention, I simply began directly asking people why they were hesitant to participate. After some gentle prodding the truth emerged. In the absence of a “why” from their leader, the grapevine quickly took over the communication challenge and plugged in “for layoffs” as the reason behind the Balanced Scorecard. That notion spread like wildf ire; soon nobody wanted to play ball when stepping up to the plate might just hasten the end of your employment.
Just imagine opening the three-ring binder housing your 50-page business strategy with the task of translating the contents into a coherent set of measures that indicate whether you’ve actually taken the proverbial hill. ” Early Balanced Scorecard adopters faced this challenge and found themselves instinctively spanning the strategy/measures chasm with a discussion of objectives, or what needed to be done well in order to implement the essence of the strategy. ” Parsing the task in this way allowed users to add a necessary layer of granularity to the strategy, ultimately rendering the job of measures creation significantly simpler.