Chapter 9. Building the Financial Leg Scorecard
Selecting the right measures
Finding the best financial fit to your business model
Leveraging opportunities revealed by scorecards
This is it. The financial measurement chapter. This is where the rubber meets the road, as they say. We’re going to go out on a limb and take a wild guess that you are probably looking in this chapter for one of three reasons:
Although this list isn’t all-inclusive, the point is, you tend to first direct your attention to the financials when things are not working the way they should, or when you’re not meeting your goals. Why? Because as rational, human beings (we know we’re making a big assumption here) there must be a logical explanation for our current performance situation. And what better way to explain a business performance situation than numbers, right?
Well, guess what? You are in for a big surprise. Among other things, this chapter will dispel such erroneous beliefs, because performance is really a function of all four of the Balanced Scorecard legs, not just the financial one. We will ...