Scorecard Best Practices

Chapter 4. Enabling a Supportive Organizational Environment

Scene: Waiting lounge at a busy airport, a few days later. Patrick and Ted meet before separate flights … Patrick: “Hi Ted. I'm glad that our schedules allowed us to meet here before our flights. I've got about 20 minutes before I have to go to the gate. A lot of work has to be done at one of our customer's in Dallas.” Ted: “Yes, I understand. My trip to Denver is to visit one of my clients, but I'll be spending a few extra days visiting some old friends.” Patrick: “I've reviewed the material that you gave me, but it seems to me that more than just a scorecard system is required to truly transform an organization into one that is aligned with strategy and motivated to achieve it.” Ted: “Funny that you mention that. The company that I am visiting in Denver is struggling with the misconception that systems, by themselves, will foster the appropriate level of buy‐in. I'm going to be talking with them about the organizational environment that will support change and enable the employees to accept the system and to make the necessary improvements. I've got some materials and I've brought an extra copy for you to review during your flight.” Patrick: “The last set of materials illustrated the importance of having the project originate from an appropriate level within the organization. But, it seems that having support from top management is essential.” Ted: “I agree and so do the results of studies—top‐level management buy‐in ...