How to Design and Implement Organizational Scorecards
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Highlighted with valuable tips and Brown's firsthand experiences, Winning Score is an excellent tool for constructing a performance measurement system. It explains how to lay the foundation for the balanced scorecard by developing operational and strategic plans. Winning Score explains how to:
In addition, case studies of actual scorecard implementation in different sectors, such as manufacturing, service, support, and government are included.
Click here for the introductory chapter
A 296 minute abridged version of this book is also available on 4 compact discs or 4 audio cassettes from Productivity Press.
Table of Contents
- Mission: Figuring Out Who You Are
- Values: Defining What You Stand For
- Metrics: Selecting the Right Operational Performance Measures
- Targets: Setting Goals and Objectives to Track Progress
PART 2: DEVELOPING STRATEGIC METRICS AND PLANS
- Gauges: Developing a Performance Index
- Vision: Deciding What You Want to Become
- Situation Analysis: Identifying Strengths, Weaknesses, Opportunities, and Threats
- Key Success Factors: Defining How You Will Achieve Your Vision and Beat Competitors
- Strategic Metrics: Identifying Measures Linked to Your Vision and Key Success Factors
- Strategies: Developing Actions, Projects, and Initiatives to Reach Your Targets
PART 3: IMPLEMENTING THE SCORECARD
- Instrumentation: Designing Data-Collection Strategies
- Dashboard Design: Systems for Communicating Performance Data
- Integration: Linking Your Scorecard to Other Organizational Systems
- Planning: Developing a Project Plan for a Balanced Scorecard Initiative
Appendices: Balanced Scorecard Case Studies
A. Manufacturing Organization
B. Service Organization
C. Support Organization
D. Government Organization
PART 1: DEVELOPING OPERATIONAL METRICS AND PLANS
"[In Winning Score], Brown suggests new ways business managers can use scoring systems to help them achieve long term goals. Observing that many companies still spend time constructing elaborate scoring systems that are not used for making changes in the company's operation, he argues that a better approach would be for companies to measure what matters, rather than collecting data that offers no insight into the company's long term strategy."