{"product_id":"balanced-scorecard-strategy-for-dummies-isbn-9780470133972","title":"Balanced Scorecard Strategy For Dummies","description":"\u003cb\u003eA practical, easy-to-understand guide to Balanced Scorecard for busy business leaders\u003c\/b\u003e  \u003cp\u003eThe Balanced Scorecard method is an analysis technique designed to translate an organization's mission and vision statement and overall business strategies into specific, quantifiable goals, and to monitor the organization's performance in achieving these goals. Much less technology driven then other analysis approaches, it analyzes an organization's overall performance in four regards: financial analysis, customer service, productivity and internal analysis, and employee growth and satisfaction. \u003ci\u003eBalanced Scorecard Strategy For Dummies\u003c\/i\u003e breaks down the basics of Balanced Scorecard in simple language with practical, Dummies-style guidance on getting it done. This book covers all the basics of Balanced Scorecard for busy executives and managers-and does it without the high price tag of most professional level Balanced Scorecard guides.\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eAbout This Book 2\u003c\/p\u003e \u003cp\u003eConventions Used in This Book 2\u003c\/p\u003e \u003cp\u003eWhat You’re Not to Read 3\u003c\/p\u003e \u003cp\u003eFoolish Assumptions 3\u003c\/p\u003e \u003cp\u003eHow This Book Is Organized 3\u003c\/p\u003e \u003cp\u003ePart I: The ABC’s of Balanced Scorecard 3\u003c\/p\u003e \u003cp\u003ePart II: The Customer — The Critical Leg 4\u003c\/p\u003e \u003cp\u003ePart III: Financial Measurement — The Foundation Leg 4\u003c\/p\u003e \u003cp\u003ePart IV: Internal Business Processes — The Value Creation Leg 4\u003c\/p\u003e \u003cp\u003ePart V: Knowledge, Education, and Growth — the Learning Leg 4\u003c\/p\u003e \u003cp\u003ePart VI: The Part of Tens 5\u003c\/p\u003e \u003cp\u003eIcons Used in This Book 5\u003c\/p\u003e \u003cp\u003eWhere to Go from Here 5\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I: The ABC’s of Balanced Scorecard 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Goals, Scores, and the Balanced Scorecard 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Familiar with Balanced Scorecard 10\u003c\/p\u003e \u003cp\u003eJust what is Balanced Scorecard, anyway? 10\u003c\/p\u003e \u003cp\u003eLeaning on the four legs of the scorecard 10\u003c\/p\u003e \u003cp\u003eAchieving Organizational Balance 11\u003c\/p\u003e \u003cp\u003eAnalyzing Your Customers: Critical Leg 12\u003c\/p\u003e \u003cp\u003eKnowing who you sell to 12\u003c\/p\u003e \u003cp\u003eFocusing on future customers 13\u003c\/p\u003e \u003cp\u003eConsidering your internal customers 14\u003c\/p\u003e \u003cp\u003eFollowing the Money: Foundation Leg 14\u003c\/p\u003e \u003cp\u003eMeasuring your financial health 15\u003c\/p\u003e \u003cp\u003eCommon mistakes made in finance 17\u003c\/p\u003e \u003cp\u003eTracking Your Internal Business Processes: Value-Creation Leg 18\u003c\/p\u003e \u003cp\u003eAssessing the current state of your business 18\u003c\/p\u003e \u003cp\u003eInstalling effective measures for tracking processes 19\u003c\/p\u003e \u003cp\u003eAnticipating your business’s future state 20\u003c\/p\u003e \u003cp\u003eThe top five process-tracking problems 20\u003c\/p\u003e \u003cp\u003eManaging Company-wide Knowledge, Education, and Growth: Learning Leg 21\u003c\/p\u003e \u003cp\u003eUnderstanding the importance of taking care of your own 22\u003c\/p\u003e \u003cp\u003eMeasuring knowledge, education, and growth 23\u003c\/p\u003e \u003cp\u003eStaying on the right course in the fourth leg of the scorecard 25\u003c\/p\u003e \u003cp\u003eUsing Dashboards to Apply Balanced Scorecards to Your Business 25\u003c\/p\u003e \u003cp\u003eMarket, environmental, and technology considerations for your dashboards 27\u003c\/p\u003e \u003cp\u003eReviewing strategy, operational, and tactical scorecards and dashboards 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Building and Balancing Scorecard Strategies 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding How the Four Legs Interact and Link to Strategies 32\u003c\/p\u003e \u003cp\u003ePutting strategies in the driver’s seat 32\u003c\/p\u003e \u003cp\u003eFocusing resources on your strategies 33\u003c\/p\u003e \u003cp\u003eBorrowing from Other Companies’ Success 34\u003c\/p\u003e \u003cp\u003eTranslating strategies into operational terms 35\u003c\/p\u003e \u003cp\u003eAligning your organization to the strategies 36\u003c\/p\u003e \u003cp\u003eMaking strategies everyone’s daily job 36\u003c\/p\u003e \u003cp\u003eTurning strategic deployment into a continual process 36\u003c\/p\u003e \u003cp\u003eMobilizing change through your executive leadership team 37\u003c\/p\u003e \u003cp\u003eDeveloping Your Strategy Map: A Balancing Act 38\u003c\/p\u003e \u003cp\u003eDoing your mapping homework 38\u003c\/p\u003e \u003cp\u003eDrafting the strategy map 39\u003c\/p\u003e \u003cp\u003eEnsuring a Balanced Scorecard (And What to Do When Yours Isn’t) 40\u003c\/p\u003e \u003cp\u003eAdapting to Changes in Your Markets or Business 43\u003c\/p\u003e \u003cp\u003eSpotlighting external influences and their effect on your business 43\u003c\/p\u003e \u003cp\u003eRecognizing early warning signals 47\u003c\/p\u003e \u003cp\u003eBalancing in today’s environment — a moving platform 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Planning For the Balanced Scorecard 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Your Planning in Order 49\u003c\/p\u003e \u003cp\u003ePlanning Your Work and Working Your Plan 51\u003c\/p\u003e \u003cp\u003ePlanning for the resources you will need 51\u003c\/p\u003e \u003cp\u003eGarnering support from management and others 52\u003c\/p\u003e \u003cp\u003eBuilding the Foundation and the Structure of a Scorecard 53\u003c\/p\u003e \u003cp\u003eStacking the building blocks for implementing a scorecard 54\u003c\/p\u003e \u003cp\u003eAdding flexibility so you can adjust a scorecard for effectiveness 55\u003c\/p\u003e \u003cp\u003eContingency planning methods 57\u003c\/p\u003e \u003cp\u003eAdding the Final Touches 58\u003c\/p\u003e \u003cp\u003eTaking care of the details 58\u003c\/p\u003e \u003cp\u003eEnsuring that your scorecard is fireproof 59\u003c\/p\u003e \u003cp\u003ePerforming a final inspection 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Putting Your Balanced Scorecard into Action 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeciding When to Launch Your Balanced Scorecard 61\u003c\/p\u003e \u003cp\u003eThe Scorecard passed the pilot, and everyone knows it! 61\u003c\/p\u003e \u003cp\u003eThe Scorecard is seen as genuinely adding value 62\u003c\/p\u003e \u003cp\u003eSustaining the Balanced Scorecard 62\u003c\/p\u003e \u003cp\u003ePromoting the scorecard concept 63\u003c\/p\u003e \u003cp\u003eMaking scorecard the talk of the town 64\u003c\/p\u003e \u003cp\u003eCooking up the best time to launch 66\u003c\/p\u003e \u003cp\u003eMastering the Art of Communicating Your Balanced Scorecards 66\u003c\/p\u003e \u003cp\u003eThe view from the top: Senior executives 67\u003c\/p\u003e \u003cp\u003eSurviving scorecards as a middle manager 68\u003c\/p\u003e \u003cp\u003eSpreading the word from the front line 69\u003c\/p\u003e \u003cp\u003eAvoiding communication pitfalls 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II: The Customer — The Critical Leg 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Understanding Your Role with Customers 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFive Things You Must Know about Customers 76\u003c\/p\u003e \u003cp\u003eNot all customers are created equal 76\u003c\/p\u003e \u003cp\u003eCustomers can go away 77\u003c\/p\u003e \u003cp\u003eYou must master the art of customer service 78\u003c\/p\u003e \u003cp\u003eCustomers watch you closely 79\u003c\/p\u003e \u003cp\u003eDo right by your customer 79\u003c\/p\u003e \u003cp\u003eUsing Customer Info to Keep Your Customers Happy 80\u003c\/p\u003e \u003cp\u003eGathering info about your customers’ satisfaction levels 80\u003c\/p\u003e \u003cp\u003eBeing proactive to find out what your customers desire 82\u003c\/p\u003e \u003cp\u003eWalking miles (and miles) in your customers’ shoes 84\u003c\/p\u003e \u003cp\u003eSetting customer-based strategic measures 84\u003c\/p\u003e \u003cp\u003eLinking Customer Measures to Your Strategies, Policies, and Plans 85\u003c\/p\u003e \u003cp\u003eDeveloping customer strategies 85\u003c\/p\u003e \u003cp\u003eCreating customer plans and tactics 86\u003c\/p\u003e \u003cp\u003eTaking action when your customers don’t get what they want 86\u003c\/p\u003e \u003cp\u003eFollowing Up With Your Customers for Adjustments 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Creating a Customer Scorecard 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eZeroing In on the Right Customer Measures 90\u003c\/p\u003e \u003cp\u003eWeeding out the wrong measures 91\u003c\/p\u003e \u003cp\u003eDiscovering customer measures that matter 91\u003c\/p\u003e \u003cp\u003eUnderstanding customer loyalty 92\u003c\/p\u003e \u003cp\u003eTaking customer measurements 94\u003c\/p\u003e \u003cp\u003eGetting Dependable Data 96\u003c\/p\u003e \u003cp\u003eHocus, pocus — the focus group 97\u003c\/p\u003e \u003cp\u003eAsking all the wrong questions 98\u003c\/p\u003e \u003cp\u003eKeeping data charts simple 99\u003c\/p\u003e \u003cp\u003eAvoiding Interpretation Pitfalls 100\u003c\/p\u003e \u003cp\u003eDrawing wrong conclusions 100\u003c\/p\u003e \u003cp\u003eCommunicating timely with your customers 102\u003c\/p\u003e \u003cp\u003eReading between the lines 102\u003c\/p\u003e \u003cp\u003eBuilding the Customer Scorecard 103\u003c\/p\u003e \u003cp\u003eStrategic-level scorecards 103\u003c\/p\u003e \u003cp\u003eOperational-level scorecards 105\u003c\/p\u003e \u003cp\u003eTactical-level scorecards 106\u003c\/p\u003e \u003cp\u003eAnalyzing a Scorecard and Determining a Course of Action 107\u003c\/p\u003e \u003cp\u003eKnowing which way to go 107\u003c\/p\u003e \u003cp\u003eMaking sure you stay on course 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Building the Customer Leg Dashboard 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCustomer Dashboard Fundamentals 112\u003c\/p\u003e \u003cp\u003eDashboard basics 112\u003c\/p\u003e \u003cp\u003eDetermining ownership and responsibility 113\u003c\/p\u003e \u003cp\u003eTaking appropriate action: Who, when and how 114\u003c\/p\u003e \u003cp\u003eBuilding the Customer Dashboard 115\u003c\/p\u003e \u003cp\u003eKeeping-it-simple-style dashboards (KISS) 115\u003c\/p\u003e \u003cp\u003eHigh-end dashboards with all the fluff 116\u003c\/p\u003e \u003cp\u003eJust-in-time versus just-too-late dashboards 118\u003c\/p\u003e \u003cp\u003eTracking and Analyzing the Customer Dashboard 120\u003c\/p\u003e \u003cp\u003eFiguring out who needs to know 121\u003c\/p\u003e \u003cp\u003eUpdating the customer dashboard 122\u003c\/p\u003e \u003cp\u003eDrilling down to root causes 123\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III: Financial Measurement — The Foundation Leg 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Understanding Your Role in Financial Measurement 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFive Things You Must Know About Financial Measurement 128\u003c\/p\u003e \u003cp\u003eYour financial measures must be accurate and highly dependable 128\u003c\/p\u003e \u003cp\u003eYour financial measures must truly reflect the value of your business 129\u003c\/p\u003e \u003cp\u003eYour financial measures must cascade easily from top to bottom 131\u003c\/p\u003e \u003cp\u003eYour financial measures must be easy to use and explain 132\u003c\/p\u003e \u003cp\u003eYour financial measures must adhere to current regulatory and tax laws 134\u003c\/p\u003e \u003cp\u003eFinding The Financial Data Gold Mines 135\u003c\/p\u003e \u003cp\u003eScratching the surface of a goldmine 135\u003c\/p\u003e \u003cp\u003eKnowing your business equals leveraging your financial data 135\u003c\/p\u003e \u003cp\u003eUsing key measures to gain a significant competitive edge 136\u003c\/p\u003e \u003cp\u003eTurning difficulties to your advantage 137\u003c\/p\u003e \u003cp\u003eMeasuring and Interpreting with Accuracy 139\u003c\/p\u003e \u003cp\u003eMaking sure the right people do your measuring 140\u003c\/p\u003e \u003cp\u003eUsing consistent and dependable measures 141\u003c\/p\u003e \u003cp\u003eAvoiding measurement pitfalls 141\u003c\/p\u003e \u003cp\u003eTurning Numbers into Information 142\u003c\/p\u003e \u003cp\u003eExamining reporting pitfalls 142\u003c\/p\u003e \u003cp\u003eShowing financial info simply 143\u003c\/p\u003e \u003cp\u003eLinking Financial Measurements To Strategies, Plans And Tactics 144\u003c\/p\u003e \u003cp\u003eFinancial measurement is dependant on strategic focus 145\u003c\/p\u003e \u003cp\u003eWhat you do depends on what you want 145\u003c\/p\u003e \u003cp\u003eUsing Failure Mode Effects Analysis (FMEA) to assess risk 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Building the Financial Leg Scorecard 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey Aspects of Financial Measures 150\u003c\/p\u003e \u003cp\u003eFocusing on the right things 150\u003c\/p\u003e \u003cp\u003eThe WIIFM (What’s in it for me?) station everyone tunes into 151\u003c\/p\u003e \u003cp\u003eTimeliness is your competitive edge 152\u003c\/p\u003e \u003cp\u003eFinancial Measures That Matter 152\u003c\/p\u003e \u003cp\u003eKey questions help you see what to measure 153\u003c\/p\u003e \u003cp\u003eSelecting key performance indicators (KPIs) 155\u003c\/p\u003e \u003cp\u003eTips for finding key measures 155\u003c\/p\u003e \u003cp\u003eHow measures differ 156\u003c\/p\u003e \u003cp\u003eEnsure competitive success by revisiting measurement 158\u003c\/p\u003e \u003cp\u003eCreating The Financial Scorecard 159\u003c\/p\u003e \u003cp\u003eSelect either a strategic, operational, or tactical level 159\u003c\/p\u003e \u003cp\u003eCustomizing your financial measures, and how to score them 160\u003c\/p\u003e \u003cp\u003eExamining examples 162\u003c\/p\u003e \u003cp\u003eA word or two (or three) about information management 166\u003c\/p\u003e \u003cp\u003eInterpreting Financial Measures for Balanced Scorecards 168\u003c\/p\u003e \u003cp\u003eUnderstanding scorecard financial measures, and what they tell you 168\u003c\/p\u003e \u003cp\u003ePointing toward additional information and insight 170\u003c\/p\u003e \u003cp\u003eStructures for decision making from scorecard financial measure 171\u003c\/p\u003e \u003cp\u003eUnderstanding the Essence of Accuracy 173\u003c\/p\u003e \u003cp\u003eOh no, the numbers are wrong! 174\u003c\/p\u003e \u003cp\u003eThe right numbers, the wrong analysis 174\u003c\/p\u003e \u003cp\u003eTracking the numbers by automatic pilot 175\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Building the Financial Leg Dashboard 177\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Basics of Financial Dashboards 177\u003c\/p\u003e \u003cp\u003eDetermining ownership and responsibility of the financials 178\u003c\/p\u003e \u003cp\u003eAn emphasis on real-time measurement and response 179\u003c\/p\u003e \u003cp\u003eTaking appropriate action: Who, when, and how 180\u003c\/p\u003e \u003cp\u003eCreating Financial Dashboards That Have Impact 181\u003c\/p\u003e \u003cp\u003eKeep it simple, complete, and effective! 182\u003c\/p\u003e \u003cp\u003eTypes of dashboards 183\u003c\/p\u003e \u003cp\u003eSome examples of dashboards that work! 186\u003c\/p\u003e \u003cp\u003eEnabling response and adjustment agility and flexibility 189\u003c\/p\u003e \u003cp\u003eAvoiding Pitfalls While Designing Dashboards 190\u003c\/p\u003e \u003cp\u003eSelecting the wrong measures 190\u003c\/p\u003e \u003cp\u003eOrganizing goals and objectives poorly 191\u003c\/p\u003e \u003cp\u003eHaving the wrong number of financial measures 191\u003c\/p\u003e \u003cp\u003eThinking in the short-term thinking 191\u003c\/p\u003e \u003cp\u003eUnderstanding Your Financial Dashboard 192\u003c\/p\u003e \u003cp\u003eMake it part of your daily work 193\u003c\/p\u003e \u003cp\u003eSo what does it mean, and how will I know what to do next? 194\u003c\/p\u003e \u003cp\u003eFollow through — it’s what’s for breakfast 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV: Internal Business Processes — The Value-Creation Leg 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Understanding Your Role in Internal Business Processes 199\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFive Things You Must Know about Internal Business Processes 200\u003c\/p\u003e \u003cp\u003eWaste abounds in your processes 200\u003c\/p\u003e \u003cp\u003eMany process measures don’t link to the customer 202\u003c\/p\u003e \u003cp\u003eYour measurement system is probably broken 202\u003c\/p\u003e \u003cp\u003eProcess workers are under-utilized and unappreciated 203\u003c\/p\u003e \u003cp\u003eTechnology isn’t always the right answer 204\u003c\/p\u003e \u003cp\u003eCreating Value 205\u003c\/p\u003e \u003cp\u003eLooking at your value streams’ current state 205\u003c\/p\u003e \u003cp\u003eWhere you want to be when: The future state 206\u003c\/p\u003e \u003cp\u003eYou Get What You Reward 207\u003c\/p\u003e \u003cp\u003eSending mixed messages 207\u003c\/p\u003e \u003cp\u003eOld rewards do not create new behaviors 208\u003c\/p\u003e \u003cp\u003eRewards that matter 209\u003c\/p\u003e \u003cp\u003eBuilding-In Continuous Improvement 210\u003c\/p\u003e \u003cp\u003eProcess improvement in a nutshell 211\u003c\/p\u003e \u003cp\u003eDetermining, what, when, and where to measure 211\u003c\/p\u003e \u003cp\u003eHow to measure your performance 213\u003c\/p\u003e \u003cp\u003eAcceptance and ownership means getting everyone involved 213\u003c\/p\u003e \u003cp\u003ePitfalls to Continuous Improvement 215\u003c\/p\u003e \u003cp\u003eImplementing continuous improvement 215\u003c\/p\u003e \u003cp\u003eIdentifying core processes and outsourcing 217\u003c\/p\u003e \u003cp\u003eTechnology isn’t always the answer 218\u003c\/p\u003e \u003cp\u003eThe Weakest Links in Internal Business Processes 219\u003c\/p\u003e \u003cp\u003eThe problem with integrating strategies, plans, and tactics 220\u003c\/p\u003e \u003cp\u003eSystems thinking and internal business processes 222\u003c\/p\u003e \u003cp\u003eIt’s a people thing 224\u003c\/p\u003e \u003cp\u003eTying Internal Processes to Your Strategies, Plans, and Tactics 226\u003c\/p\u003e \u003cp\u003ePlaying catchball: The art and science of deployment 226\u003c\/p\u003e \u003cp\u003eDeveloping your process strategies, plans, and tactics 227\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Building the Internal Business Process Scorecard 229\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinding the Right Measures for Internal Business Processes 230\u003c\/p\u003e \u003cp\u003eIdentifying the critical few measures 230\u003c\/p\u003e \u003cp\u003eThe Input-Process-Output diagram: Your best friend 232\u003c\/p\u003e \u003cp\u003eWaste, scrap, and other bad things 233\u003c\/p\u003e \u003cp\u003eWhere’s the variation? 234\u003c\/p\u003e \u003cp\u003eBuilding Scorecards for Internal Business Processes 235\u003c\/p\u003e \u003cp\u003eStrategic level scorecards 235\u003c\/p\u003e \u003cp\u003eOperational level scorecards 236\u003c\/p\u003e \u003cp\u003eTactical level scorecards 236\u003c\/p\u003e \u003cp\u003eMaking Process Decisions That Give Competitive Advantage 239\u003c\/p\u003e \u003cp\u003eInvolving the right people in process decisions 239\u003c\/p\u003e \u003cp\u003eStaying ahead of the competition: Tools that help 240\u003c\/p\u003e \u003cp\u003eCommon mistakes made with internal business process scorecards 241\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Building Dashboards for Internal Business Processes 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Internal Business Process Dashboards 244\u003c\/p\u003e \u003cp\u003eThe what and why of internal process dashboards 244\u003c\/p\u003e \u003cp\u003eGetting to real-time data and information 246\u003c\/p\u003e \u003cp\u003eDrilling down to get the gold 247\u003c\/p\u003e \u003cp\u003eCreating Your Internal Business Process Dashboards 248\u003c\/p\u003e \u003cp\u003eWho should be involved with your dashboards and how 248\u003c\/p\u003e \u003cp\u003eMaking sure you’re hitting the right targets 250\u003c\/p\u003e \u003cp\u003eTen common mistakes with business process dashboards 251\u003c\/p\u003e \u003cp\u003eWhat Your Internal Business Process Dashboard is Telling You 251\u003c\/p\u003e \u003cp\u003eAnalyzing your dashboards 252\u003c\/p\u003e \u003cp\u003eWhat to do if you’re not getting there 253\u003c\/p\u003e \u003cp\u003eFive common mistakes made in business process dashboard analysis 254\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart V: Knowledge, Education, and Growth — The Learning Leg 255\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Understanding Your Role in Learning and Growth 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Schooled on Knowledge, Education, and Growth 258\u003c\/p\u003e \u003cp\u003ePutting your finger on the elements of productivity 258\u003c\/p\u003e \u003cp\u003eUnderstanding how information flows 260\u003c\/p\u003e \u003cp\u003eExamining leadership style and culture 261\u003c\/p\u003e \u003cp\u003eIdentifying and filling competency needs 262\u003c\/p\u003e \u003cp\u003eAligning your employees organization 263\u003c\/p\u003e \u003cp\u003eHave a Clear Direction for the Future 264\u003c\/p\u003e \u003cp\u003eGrowing means changing: the concern of complacency 265\u003c\/p\u003e \u003cp\u003eGetting clarity from learning and growth chaos 266\u003c\/p\u003e \u003cp\u003eHaving a plan for growth and development 267\u003c\/p\u003e \u003cp\u003eKnowing and Understanding Liabilities 269\u003c\/p\u003e \u003cp\u003eTurning liabilities into assets, weaknesses into strengths 270\u003c\/p\u003e \u003cp\u003eThe dangers of shortcutting training for growth 272\u003c\/p\u003e \u003cp\u003eInventorying Knowledge, Skills, and Abilities 273\u003c\/p\u003e \u003cp\u003eYour company’s wish list: Defining what you need 274\u003c\/p\u003e \u003cp\u003eStep away from the office! Getting to know your people 275\u003c\/p\u003e \u003cp\u003eMind the gaps: Determining knowledge and skill gaps and filling them 277\u003c\/p\u003e \u003cp\u003eLinking Your Strategies, Operations, and Tactics for Learning and Growth 280\u003c\/p\u003e \u003cp\u003eBalancing at the strategic level for organizational knowledge and growth 281\u003c\/p\u003e \u003cp\u003eHaving an operational focus for the future 282\u003c\/p\u003e \u003cp\u003eActing tactically for growth, capability improvement, and retention 283\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Creating the Knowledge, Education, and Growth Scorecard 285\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinding The Right Measures For Knowledge, Education And Growth 286\u003c\/p\u003e \u003cp\u003eDetermine key growth goals for the future 286\u003c\/p\u003e \u003cp\u003eIdentifying operational goals, measurements for growth 287\u003c\/p\u003e \u003cp\u003eIndicators at the action level 288\u003c\/p\u003e \u003cp\u003eConstructing The Knowledge Management Growth Scorecard 291\u003c\/p\u003e \u003cp\u003eAligning key growth measurements, for strategies and their impact 291\u003c\/p\u003e \u003cp\u003eDetermining the right measures for today and tomorrow 292\u003c\/p\u003e \u003cp\u003eAlways reassess and adjust, per market changes as well 293\u003c\/p\u003e \u003cp\u003eSome examples of growth and development scorecards 294\u003c\/p\u003e \u003cp\u003eDetermining What Your Scorecard Is Telling You 300\u003c\/p\u003e \u003cp\u003eHow to read your future 301\u003c\/p\u003e \u003cp\u003eAdjusting when it’s not what you want 302\u003c\/p\u003e \u003cp\u003eSome mistakes to avoid in interpretation 303\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Creating The Knowledge, Education, and Growth Dashboard 305\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRequirements For Knowledge, Education, and Growth Dashboards 306\u003c\/p\u003e \u003cp\u003eTranslating growth goals into meaningful daily measures 306\u003c\/p\u003e \u003cp\u003eSelecting key short- and long-term measures 307\u003c\/p\u003e \u003cp\u003eWait! It’s time to do a sanity check! 308\u003c\/p\u003e \u003cp\u003eCreating Dashboards That Increase Knowledge Management 309\u003c\/p\u003e \u003cp\u003eFormulating the structure of your growth dashboard for action 309\u003c\/p\u003e \u003cp\u003eSetting up feedback systems 311\u003c\/p\u003e \u003cp\u003eUsing the dashboard to achieve greater potential 311\u003c\/p\u003e \u003cp\u003eAnalyzing Your Knowledge, Education And Growth Dashboard 312\u003c\/p\u003e \u003cp\u003eHow to use the growth dashboard to make adjustments to scorecard balance 313\u003c\/p\u003e \u003cp\u003eWhat your dashboard is telling you as you work toward achieving your future 314\u003c\/p\u003e \u003cp\u003eThe importance — and the risks — of being truthful 315\u003c\/p\u003e \u003cp\u003eUnderstanding the Pitfalls of Analysis 316\u003c\/p\u003e \u003cp\u003ePerformance results alone do not a benchmark make 317\u003c\/p\u003e \u003cp\u003eComparing apples and elephants: best practices where? 318\u003c\/p\u003e \u003cp\u003eBeware of cookbook approaches and case studies 319\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VI: The Part of Tens 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Ten Tips for Balanced Scorecard Success 323\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEstablish (and Remember) Where Your Company is Headed 323\u003c\/p\u003e \u003cp\u003eUnderstand and Stay Current with What Your Customers Want 324\u003c\/p\u003e \u003cp\u003eDefine Your Scorecard and Dashboard Roles and Responsibilities 325\u003c\/p\u003e \u003cp\u003eCharter Effective Steering Committees 325\u003c\/p\u003e \u003cp\u003eEstablish and Maintain Accountability 326\u003c\/p\u003e \u003cp\u003eLink Your Scorecards and Dashboards to Your Strategies, Goals, and Objectives 326\u003c\/p\u003e \u003cp\u003eCommunicate Your Personalized Four - Legs Approach to Everyone 327\u003c\/p\u003e \u003cp\u003eUse Feedback and Feed-Forward Loops 327\u003c\/p\u003e \u003cp\u003ePlan and Execute Your Balanced Scorecards Relentlessly 328\u003c\/p\u003e \u003cp\u003eSynergize Your Scorecards for Competitive Advantage and New-Market Entrance 329\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Ten Biggest Scorecard Mistakes to Avoid 331\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCherry Picking 331\u003c\/p\u003e \u003cp\u003eFollowing Case Studies Too Closely 332\u003c\/p\u003e \u003cp\u003eDelegating Responsibility without Authority 333\u003c\/p\u003e \u003cp\u003eIgnoring the Soft Stuff 333\u003c\/p\u003e \u003cp\u003eFocusing Too Much on the Tools 335\u003c\/p\u003e \u003cp\u003eOveranalyzing 335\u003c\/p\u003e \u003cp\u003eNot Dealing with Key Detractors 336\u003c\/p\u003e \u003cp\u003eSending Mixed Messages 337\u003c\/p\u003e \u003cp\u003eExaggerating the Returns 337\u003c\/p\u003e \u003cp\u003eIgnoring the Customer 338\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Ten Tips for Overcoming Barriers 339\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmpower Your Employees 339\u003c\/p\u003e \u003cp\u003eBe Flexible 341\u003c\/p\u003e \u003cp\u003eApply Psychology 341\u003c\/p\u003e \u003cp\u003eIdentify and Use Influential People 342\u003c\/p\u003e \u003cp\u003eLimit the Use of Force 342\u003c\/p\u003e \u003cp\u003eDon’t Shoot the Messenger; Make Everyone the Messenger 342\u003c\/p\u003e \u003cp\u003eImplement Stage-Gate Reviews 343\u003c\/p\u003e \u003cp\u003eReward, Recognize, and Celebrate Success 343\u003c\/p\u003e \u003cp\u003eCommunicate, Communicate, Communicate (And Don’t Forget to Talk) 344\u003c\/p\u003e \u003cp\u003eProvide Structure for Coaching, Mentoring, and Learning from Mistakes 344\u003c\/p\u003e \u003cp\u003eIndex 345\u003c\/p\u003e  \u003cb\u003eChuck Hannabarger:\u003c\/b\u003e Chuck (Tyler, Texas) is founder and president of PSI Associates, a business consulting and training firm founded in 1992 with headquarters in Tyler, Texas. As a business consultant, Chuck has consulted with many of the Fortune 100 companies and is recognized throughout the world for his work in the areas of Balanced Scorecards, Six Sigma, Lean Manufacturing, Business Process Reengineering and Project Management. Chuck’s course on Project Management has been offered at UC Berkeley, Pepperdine University, San Diego State University, and Michigan State University, to name a few. He received his BSBA and his MBA in technology management from the University of Phoenix.  \u003cp\u003e\u003cb\u003eRick Buchman:\u003c\/b\u003e Rick, who lives in Woodland Hills, CA, has worked with many of the Fortune 100 companies for over 20 years, as both an organizational member of executive management, and as an external consultant, in designing, developing, and implementing operational excellence and continuous improvement programs worldwide. He received his bachelor’s degree in mathematics from Western Illinois University, his MBA in business from California Coast University in Santa Ana, CA, and has completed all but the dissertation for his PhD in management as well. Currently, Rick is working as a consultant with several major global clients toward designing and implementing their continuous improvement programs, focusing on lean leadership and improving the flow of value to deliver products and services to their customers worldwide.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePeter Economy:\u003c\/b\u003e Peter is Associate Editor for the award-winning magazine Leader to Leader, Senior Consultant for The Jana Matthews Group, a member of the National Advisory Council of the Creativity Connection of the Arts and Business Council of Americans for the Arts, and bestselling coauthor of \u003ci\u003eThe SAIC Solution: How We Built an $8 Billion Employee-Owned Technology Company,\u003c\/i\u003e as well as \u003ci\u003eManaging For Dummies, The Management Bible, Enterprising Nonprofits: A Toolkit for Social Entrepreneurs, Writing Children’s Books For Dummies,\u003c\/i\u003e and many others.\u003c\/p\u003e  \u003cb\u003ePacked with helpful checklists and figures\u003c\/b\u003e  \u003cp\u003e\u003cb\u003eFind success by focusing on four critical areas to bring your business into balance\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSet and achieve goals consistently by using and applying balanced scorecards that work. This hands-on guide shows you how to pay attention to more than just your bottom line, revealing how to balance goals you set for your customer needs, company growth and education, finances, and productivity. Discover proven strategies to analyze these areas in the best way to bring balance to your business and achieve the success you seek.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eUnderstand organizational balance\u003c\/li\u003e \u003cli\u003e \u003cp\u003eBuild scorecards and dashboards\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eAnalyze your results\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eFine-tune and improve your system\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eAvoid common scorecard mistakes\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e","brand":"For Dummies","offers":[{"title":"Default Title","offer_id":47988786757861,"sku":"NP9780470133972","price":21.99,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470133972.jpg?v=1761781587","url":"https:\/\/k12savings.com\/products\/balanced-scorecard-strategy-for-dummies-isbn-9780470133972","provider":"K12savings","version":"1.0","type":"link"}