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.

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 the extent of popularity of the Balanced Scorecard in parts of the world other than North America and Europe. In his detailed response, James Creelman points to the growing popularity of the Balanced Scorecard concept in Latin America and Asia and cites examples from Brazil, Hong Kong, India, Korea, Mexico and Singapore that have attracted worldwide attention for their success. Finally, he even predicts that Asia might overtake other continents in its use of the Balanced Scorecard.