Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution

Praise for BALANCED SCORECARD EVOLUTION A Dynamic Approach to Strategy Execution Paul brings the most comprehensive yet easily understandable approach to this important management topic. Our business unit needed to quickly bring together a cross–functional team, map out our strategy, and communicate it effectively to the broader team. Pauls practical insights and commonsense methodology made this possible. Jim Doyle, President, Panasonic Enterprise Solutions Company In the preface of Balanced Scorecard Evolution , Paul Niven asks two important questions: Why does the world need another Balanced Scorecard book? and How is this one different? Paul answers both convincingly, but based on my reading of the book I have formed my own opinion. (1) The world needs another Balanced Scorecard book because both the Balanced Scorecard and the world have changed and we, executives and managers, must ensure we have the most relevant and up–to–date information to make informed strategic decisions. This book provides that knowledge and more. (2) This book is different because very few writers on business management, worldwide, can tell this story in as compelling a fashion as Paul Niven. Odilon Santos Neto, CEO, Odilon Santos Group In his new book, Paul Niven provides both beginner and experienced Balanced Scorecard practitioners alike with the latest practical tips and tools, all enveloped in his unique gift for storytelling. This must–read guide provides a clear roadmap to ensure you realize the tremendous value a Balanced Scorecard implementation can deliver. Dennis Barnhart, Chief Strategy and Integration Officer, Teranet Inc.

Preface Acknowledgments Chapter One: What Exactly Is a Balanced Scorecard? Origins, and a Brief History, of the Balanced Scorecard Balanced Scorecard Perspectives What Is a Balanced Scorecard? Telling the Story of Your Strategy through Cause and Effect Key Balanced Scorecard Questions and Answers Notes Chapter Two: Just Like the Boy Scouts: Be Prepared First Things First: Why Are You Developing a Balanced Scorecard? Answering the Question: Why Balanced Scorecard and Why Now? Possible reasons for launching a Balanced Scorecard Send yourself a postcard from the future Start with a provocative action Overcoming skepticism Benefits of a guiding rationale Where Do We Build the Balanced Scorecard? Criteria for Choosing an Appropriate Organizational Unit Executive Sponsorship: A Critical Element of Any Balanced Scorecard Program Your Balanced Scorecard Team Managing the Balanced Scorecard on an Ongoing Basis: The "Office of Strategy Management" Functions of the Office of Strategy Management Your Balanced Scorecard Development Plan Be fast, but be thoughtful in your approach Developing a Communication Plan to Support Your Balanced Scorecard Initiative Final Assessments to Make Before You Begin Building a Balanced Scorecard Notes Chapter Three: Balanced Scorecard Building Blocks: Mission, Vision, and Strategy Mission Vision Strategy Appendix 3A: An Introduction to the Roadmap Strategy Process Roadmap Strategy Four Fundamental Questions You Must Answer When Creating a Strategy The Four Lenses A Strategy to Create True Alignment from Top to Bottom Notes Chapter Four: Conduct Effective and Engaging Workshops Before the Workshop During the Workshop The Role of Executives in Workshops Notes Chapter Five: Building Powerful Strategy Maps that Tell Your Strategic Story What Is a Strategy Map? Why You Need a Strategy Map The Spectrum of Strategic Plans Developing Strategy Map Objectives Developing Objectives for Each of the Four Perspectives Using Strategic Themes in the Development of a Strategy Map Developing a Shared Understanding with Objective Statements How Many Objectives on a Strategy Map? Notes Chapter Six: Create a Balanced Scorecard of Robust Measures, Meaningful Targets, and Strategic Initiatives What Are Performance Measures? Creating Better Performance Measures Attributes of Effective Performance Measures Measures for Each of the Four Perspectives Recording Your Measures: Creating a Performance Measure Data Dictionary Targets: The Goals That Bring Measures to Life Strategic Initiatives: Projects That Drive Breakthrough Performance Notes Chapter Seven: Hold Strategy Execution Meetings So Good, People Will Actually Want to Attend From Theory to Practice Before the Meeting In the Meeting After the Meeting Reporting Results with Balanced Scorecard Software Criteria for Selecting Software Notes Chapter Eight: Cascading the Balanced Scorecard to Generate Alignment from Top to Bottom What Is Cascading? The Search for Meaning The Cascading Process Notes Chapter Nine: Integrating Change Management Techniques to Drive Balanced Scorecard Success Preparing for Scorecard Success When Building the Balanced Scorecard Using the Balanced Scorecard Balanced Scorecard Implementation Checklists Notes About the Author Index  

PAUL R. NIVEN is a management consultant, author, and noted speaker on the subjects of Balanced Scorecard, strategy, and strategy execution. He has developed successful Balanced Scorecard systems as both a practitioner and consultant for Fortune 500 companies, public sector agencies, and nonprofits. Pauls previous books include Roadmaps and Revelations, Balanced Scorecard Step–by–Step (now translated into over 15 languages), Balanced Scorecard Step–by–Step for Government and Nonprofit Agencies , and Balanced Scorecard Diagnostics . Visit Paul on the web at www.senalosa.com.