Summary

This resource is the famed Deming’s 14 Points for Management.

Dr. William Edwards Deming was an American statistician, college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during World War II and is well known for his work in Japan, where he made a significant contribution to the country’s capability to manufacture innovative high-quality products.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven points out that measurement is at the heart of all organizational activity and a variety of performance measures are used to gauge success. However, measurement is in a deficient state today and is even among the weakest areas of management.  

The article examines why this is so and finds the answers in the three challenges that organizations face – the limitations of financial measures, the rise of intangible assets, and the difficulty of strategy execution.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven points out that even the most well constructed Balanced Scorecard will not instantly transform an organization.

For the Balanced Scorecard to deliver positive change, it must be embedded in an organization’s management systems and become the cornerstone for management analysis, support, and decision-making. This requires that organizations determine exactly why they are embarking on a Scorecard program in order to ensure the Scorecard functions as a management system.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven examines the relevance of ‘execution’ – a term that is very much in vogue on the business landscape – for those involved in strategy implementation and the Balanced Scorecard.

The author presents three important arguments. Execution is a discipline integral to strategy, a core element of an organization’s culture, and the major job of the business leader. In fact, these are organizational imperatives, argues the author.

Summary

In this article, author, management consultant and Balanced Scorecard expert Paul Niven argues that the discipline of Cost Management must evolve to face the realities of the new economy and meet the rapidly changing information needs of today’s decision makers. Cost Management, like finance, is finding out that the new mandate calls for providing the information companies need to produce the value their customers demand.

A focus on the importance of performance measurement is an integral component of the evolution Cost Management is undergoing. In this context, the Balanced Scorecard has emerged as a proven and effective performance measurement tool as organizations seek to succeed at strategy implementation and translate intangible assets into real value for stakeholders.

Summary

Management writer and educator James Creelman is, in the words of David Norton, co-creator of the Balanced Scorecard, ‘the foremost chronicler and historian of the Balanced Scorecard movement.’ Author/co-author of 16 important management reports and books, James Creelman answers a question about how to get the right balance of strategic objectives in a Strategy Map, so that it does not become unmanageably complex or far too simple with no meaning.

Summary

It is an acknowledged fact that the active support and involvement of the senior management team is the most important success factor in an enterprise performance management or Balanced Scorecard initiative. So influential is this success factor that the creators of the Balanced Scorecard initiative have made ‘mobilizing change through executive leadership’ one of the five principles for building a strategy-focused organization.

Summary

Management writer and educator James Creelman is, in the words of David Norton, co-creator of the Balanced Scorecard, ‘the foremost chronicler and historian of the Balanced Scorecard movement.’ Author/co-author of 16 important management reports and books, James Creelman here answers a question seeking his view of the new Office of Strategy Management (OSM). In response, James Creelman traces the origin of the Office of Strategy Management concept, believes that it has actually taken a rather long time to emerge and how it is now creating a space for strategic management as a core organizational function, much in the same manner as HR or finance. He then goes on to describe the seven responsibilities of the Office of Strategy Management.