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JOHAN HOUGH
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You must first assess the level of alignment in your organization. Based on this you proceed with tracking performance on the SBU level and then cascade to the individual level or performance contract level.
Having done this for more than 80 companies, the important issue is to get 100% line-of-sight or strategic alignment. This means that everybody must be able to "see" her or his contribution in terms of the strategic objectives. (...) Read more? Sign up for free
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Donald Reynolds, Manager, United States
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Create Strategic Alignment + Line-of-sight
In order to create a clear strategic line of sight you may want to consider creating a high level "Strategy Map" for your organization. Kaplan & Norton themselves have noted in "Execution Premium" that just balanced scorecarding alone with measure & metrics is not enough to create organizational alignment. The strategy map identifies strategic objectives for the organization, people will continuously strive toward the themes of the objectives. The objective are then broken down into balance scorecard metrics and measures. We inspire and align strategy with objectives "ideas" and evaluate performance with measures and metrics. Trying to inspire performance with just measures & metrics is akin to the old Taylorism days.
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Paul Maguire, Business Consultant, United States
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Create Strategic Alignment + Line-of-sight
Yes. Good communication (including frequency and m (...)
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Chris DeJager
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Creating Strategic Alignment + Line-of Sight, BSC Models and Strategy Maps Together
Our organization implemented the BSC model this ye (...)
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Ceferino Dulay, Jr., Philippines
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Strategic Alignment + Line-of-sight
In developing strategic alignment, there must be a (...)
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Firstep Eapl Astimen, Manager, Indonesia
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Creating a Shared Context
It is important to measure all things that should (...)
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Gary Wong, Consultant, Canada
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Compelling Scoreboard
As many of us know, strategy comes first then it's (...)
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kvssiyer, Consultant, India
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Balanced Scoreboard
It is true that the players know how the the ball (...)
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Gary Disley, Teacher, Australia
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Strategic Objectives - Line of Sight
Using this line-of-sight model wisely would contri (...)
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Ian van Jaarsveld, Strategy Consultant, South Africa
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Strategic Alignment - Line-of-sight
Line-of-sight Balanced Scorecards are imperative f (...)
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