Scorecard Best Practices

Chapter 6. Design of a Scorecard System II: Other Issues

Scene: Baseball stadium. While taking in the local game, Patrick and Ted continue their discussion about scorecard systems… Ted: “Thanks for the invitation to the game. It's been a couple of years since I've been down to see them play. These are great seats.” Patrick: “It's my pleasure. I'm happy that you were able to make it to the game. We've had these seats in my family for over 40 years, so I try to make a game whenever I can. And I not coming down for a couple of years—those weren't particularly good seasons.” Ted: “But the recent free agent signings have seemed to rekindle interest in the team. It looks like a good crowd tonight.” Patrick: “Let's hope that we're on the rebound. By the way, I was able to go through the latest documents that you gave me. I see that the organizing framework is important for the design of a scorecard system—it provides a structure for the collection of the measures used by the scorecard system.” Ted: “I was hoping that you might want to continue this conversation tonight. I've got more material for you in my car. I'll give it to you after the game.” Patrick: “Thanks. What's this set about?” Ted: “We'll get into that, but I just want to make one more observation about the organizing framework. You've identified one key element of the framework—the perspectives provide a good means for categorizing measures. But don't forget that the scorecard system is often used to articulate the organization's ...