The Balanced Scorecard and the Influence Scorecard
I need to clarify what the Influence Scorecard is exactly. In fact, like the Balanced Scorecard after which it is named, I find myself using it in two contexts.
Firstly, there is the act of setting measures, targets and reporting. As we’ll explore further in this chapter, the Influence Scorecard underlines the importance of identifying measurement criteria and tracing influence, and the actual ongoing acts of measurement and single- and double-loop learning. It represents all the differentiated influence processes for incorporation into business performance management (BPM), the Balanced Scorecard or other method of choice. The Influence Scorecard is then simply a subset or view of the Balanced Scorecard containing all the influence-related KPIs stripped of functional silo, and it may extend beyond the Balanced Scorecard should a greater operational granularity of metrics be demanded by the influence strategy than is required to be reported to general business management. This one comprehensive view on influence helps to ensure that the full potential to influence and be influenced is exploited cohesively and consistently.
Secondly, there is the philosophy and management approach. The Influence Scorecard is the name of our influence framework and our management approach to setting influence strategy within the purview of the Six Influence Flows and mapping influence strategy. Working with the Influence Scorecard, one cannot help ...