By Howard Rohm
Developing and Using Balanced Scorecard Performance Systems
Private and public organizations find themselves continually trying to do more with less. As I visit business and government managers around the world, I am reminded of Stephen Covey’s quote: “People and their managers are working so hard to be sure things are done right, that they hardly have time to decide if they are doing the right things.”
Doing the right things and doing things right is a balancing act, and requires the development of good business strategies and efficient operations to deliver the products and services required to implement the strategies. Competitive pressures on private businesses, and performance improvement and reform pressures on public sector organizations, mandate that organizations continually worry about executing good strategy well, at the same time that they worry about running business operations efficiently. Today’s organizations need to be both strategically and operationally excellent to survive and meet tomorrow’s challenges. One framework that helps achieve the required balance between strategy and operations is the Balanced Scorecard.
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