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____________________________________________________________________ Volume 6; Issue 2 February/March 2003 |
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** Administrator Visit **
First and Second Decades |
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_____________________________________________________________________ If You Can't Measure It, You Can't Manage It: Implementing the Balanced Scorecard By Mary Lou Dordan _____________________________________________________________________ |
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Click Here or on the Graphic Above for a Higher Resolution Graphic There’s a lot of talk these days about the Balanced Scorecard (BSC), especially here at the William J. Hughes Technical Center. But what is it, who’s involved, and what’s the big deal? According to Dr. Anne Harlan, the Tech Center director, “the Balanced Scorecard will help the Tech Center become the federal entity that sets the benchmark for excellence and efficiency. It will provide the critical roadmap leading us to a more efficient, cost-effective, and productive future.” The BSC provides a conceptual framework for translating an organization's vision into a set of performance indicators. The approach relies on the monitoring of critical business-strategy-oriented metrics, such as quality, customer satisfaction, and innovation —measurements that can often reflect an organization’s economic conditions and growth prospects. Organizations that use the BSC methodology get a more accurate, comprehensive view of their business performance. Created
by Drs. Robert S. Kaplan and David P. Norton in 1992, the
Balanced Scorecard concept is now being used by thousands of corporations,
organizations, and government agencies worldwide. Annie Clark,
program director, Office of Enterprise Performance, is the Tech Center’s
BSC guru. She is responsible for
overseeing business functions with a view to the overall performance of
the enterprise, particularly as it relates to corporate financial impact
and performance goals. As Ms. Clark
explains, “when fully deployed,
the Balanced Scorecard will transform strategic planning from an academic
exercise into the basis from which the Center will operate. According to Ms. Clark, “by implementing the BSC methodology, the Center will gain feedback around both leading internal indicators (business processes and employee learning and growth) and lagging external outcomes (customer/stakeholder satisfaction and financial performance) as a means of continuously improving strategic performance and results. Simply put, the Balanced Scorecard translates our mission and strategy into objectives and measures.” The Center’s Balanced Scorecard, developed by the Strategic Leadership Team, translates the Center’s vision, mission, and strategies into 25 strategic objectives, which spell out the priorities of the Center in black and white. No confusion. No guessing.Dr. Harlan explains that with the BSC “employees can now see where they are going with their work, and even measure how they are doing as they make the journey. It’s like a roadmap to success. It doesn’t get easier than this.” _____________________________________________________________________ |
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