Beyond the Balanced Scorecard

How do you keep a large organization focused on what is important? Communication is a large element in the equation. Communication alone, especially top-down, may not be enough. Frequently, the information gets filtered and altered on the way down.

The Balanced Scorecard is a tool that keeps strategy in mind while creates metrics to achieve that link from the CEO’s strategy. Ahh ha! We have achieved alignment. There are still questions about how to achieve these metrics. For example in golf my strategy is to get the lowest score. My number of swings metric is on my scorecard. Yet when I am on the fairway I find myself in front of some trees. I can either decide to hit through them to get to the green or hit over them. One approach requires a 9 iron and the other requires the 3 iron. What should I do? My scorecard does not help me in this challenge. Alignment is not enough.

What does? You have to make a decision on how to approach the problem. Consider your strategy, the external and internal factors before deciding. Write down the mental steps that you have just run through and use it as a guide when implementing the action plan. These steps are the foundation to the Alignment Proof.

The Alignment Proof is a clearly stated approach on how you are going to resolve the challenge. Using logic and clear thinking others can make use and understand your thinking to act in concert with your decision and know where to drive the golf cart.

Covert Cruz-Aedo ©2003