Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven focuses on the most challenging aspects of business – strategy. While the study of business strategy and its development has generated a wide range of perspectives and a wealth of material, the author points out that true success is entirely dependent upon the successful execution of strategy. This is where the Balanced Scorecard fits in, says the author.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven draws from his experiences and highlights the typical query raised by small and medium sized businesses about the applicability of the Balanced Scorecard to their businesses.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven argues that the pace of change today has impacted all categories of organizations – private, nonprofit and public sector organizations – and requires them to focus on strategy execution. The Balanced Scorecard was born out of the realization that organizations need a system that allowed them to take advantage of intangible assets, and balanced both financial and non-financial indicators of success, thereby
increasing the odds of strategy execution. The Balanced Scorecard begins with an organization’s strategy and seeks to translate the strategy into performance measures which can be tracked and used to gauge success in the successful implementation of the strategy.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven argues that there is great pressure on nonprofit organizations to build new and improved performance measurement Balanced Scorecard  so that they can deliver transparency and accountability that is being demanded.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven focuses on the enormous challenges that organizations face when mergers happen, contending with aspects like divergent cultures, conflicting sales channels and mismatched strategies.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven points out how executives feel that management meetings have become a highly unproductive activity in organizations. Further, most management meetings squander the opportunity to learn about the organization’s strategy execution efforts. Thus, poor meetings have a cascading effect that creates a bigger and unintended tangle for organizations.

Summary

This resource provides a top to bottom or end-to-end picture that shows how a company’s vision and mission are connected to activities and tasks. Internalization of this logic can contribute to enterprise performance management (EPM) and the development of business strategy.

The diagram provides a connected view of strategic thinking and strategic planning on the one hand and tactical thinking and planning on the other hand. This view charts the flow from company vision, mission, values and company goals to business unit objectives, departmental objectives, and activities and tasks. In charting this flow, the diagram also points to the scope of performance measurement.

Summary

This resource explains how businesses should use Statistical Process Control (SPC), which provides a way to understand the variations found in every process, including business processes that involve Key Performance Indicators (KPIs).

Using an actual business case scenario, the article shows how businesses can discern whether the numbers 1) hint at a stable or unstable process, 2) indicate variation that is inherent to the process or outside the process, 3) call for a process change in order to get better results, or 4) require businesses to identify the actual cause and take corrective action.