The Progress Conference

The Scorecard should only include a handful of measures aligned to strategy and future success.

Co-create your strategy with your key suppliers and customers to achieve shared value creation – new strategy imperative

Organisations must determine what processes they need to create and deliver value to their customers

Dr Dave Norton and Professor Dave Ulrich concur that the data mined must offer relevant insights.
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USING THE BALANCED SCORECARD TO DEFINE THE BIG DATA THAT WILL OFFER THE BIGGEST IMPACT ON YOUR... The Balanced Scorecard can drive your big data strategy to overcome data analysis paralysis; Dr Dave Norton and Professor Dave Ulrich affirm that big data is of no use unless it offers leaders insights relevant to their strategy. In 2012, … Continue reading →

Risk management must not be seen as a compliance issue with rulebooks – it must be strategic

The Scorecard ensures everyone pulls in the same direction

The Scorecard is not a compensation system but a way to implement strategy – but it should be linked to an incentive system

Applying cause and effect hypotheses between performance drivers & outcomes enables success

Don’t clutter your Scorecard with non strategic measures – create a separate set of off scorecard diagnostics

Even skilled employees will not contribute to your success if they are not given freedom to make decisions &take actions