Summary 

When it comes to enterprise performance management and improving organisational performance, organisations have a bewildering array of approaches, frameworks, methodologies and models to choose from. Two of the most popular approaches are the Balanced Scorecard and the EFQM Excellence Model, which was created by the European Foundation for Quality Management.

This resource is a case study of Inland Revenue, an experienced user of the EFQM Excellence Model, and was created when the Balanced Scorecard was introduced in the organisation.

Yes Mom, Rock Stars Can Teach You Something  - During Scorecard consulting engagements one of the greatest challenges I see my clients struggling with is their desire to find the 'perfect' measure...

•  Creating arenas for employees to connect to strategy

Summary

This resource is a case study of Inland Revenue, an experienced user of the EFQM Excellence Model, and was created when the Balanced Scorecard was introduced in the organisation.

The Part 1 of this 3 series article looked at the literature on the use of both models and the limited literature on combined use. Part 2 shows how internal research with senior directors and the department’s quality community was then undertaken to form a benchmark for any recommendations. The main research was conducted with four comparator organisations who are all noted users of excellence models and the Balanced Scorecard.

Be Careful What You Cut  - Cost cutting and job reduction programs have always been popular in downturns, but they have taken on increased prominence during this most recent and extremely severe recession.

•  Do we need Software? Can you trust Management Consultant’s advice?

Summary

The paper demonstrates how EFQM and Balanced Scorecard models can be used together in a manner that maximises the strengths and minimises the weaknesses in the use of each. The paper also identifies critical success factors and the kind of broader strategic management frameworks necessary for successful use of the EFQM Excellence Model and Balanced Scorecard.

The final part of the series concludes by suggesting that the best practice is to use the models in a strategic management process based on solid Plan, Do, Check, Act principles actively managing the organisation.

From cascading to translation - balancing alignment and ownership  - In many of the companies that have abolished traditional budgeting, the balanced scorecard has become a true cornerstone in the new management process, instead of a competitor to the traditional budget with the two often sending conflicting and confusing signals to bewildered managers.

•  "Rolling out" or "Rolling over"

Summary

Focused measurement of performance in the right areas plays a big role in successful performance management. However, issues like data overload, a misguided focus on routine variation, and the lack of an overarching framework that connects people, departments and operating units undermine performance measurement and performance management.

This resource, a case study, describes how the Automobile Association of the UK successfully tackled many of these issues and went on to set a new industry benchmark and provides its customers with the highest level of satisfaction of any major provider, according to the JD Power’s UK Roadside Assistance Study in 1999, involving 25,000 drivers.

Securing Executive Sponsorship for the Balanced Scorecard  - No change initiative can succeed without the active support of senior executives

•  The two management types you do not want to hire