When measures are displayed in isolation of each other rather than with a chain of cause-and-effect linkages, then one cannot analyze how much influencing measures affect influenced measures. This is more than just leading indicators and lagging indicators. Those are timing relationships. A balanced scorecard reports the causal linkages, and its key performance indicators (KPIs) should be derived from a strategy map. Any strategic measurement system that fails to start with a strategy map and/or reports measures in isolation is like a kite without a string. There is no steering or controlling.
Content: Quotation
Author: Gary Cokins
Source: Business Finance Magazine
Subjects: Management, Measurement, Strategy
Author: Gary Cokins
Source: Business Finance Magazine
Subjects: Management, Measurement, Strategy
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