Extant texts and case studies for the transition to the Balanced Scorecard will prove useful in planning and executing the transition to the Influence Scorecard, as will the organization’s own experiences of its prior transition to the Balanced Scorecard or an equivalent.
Following board approval, I suggest the following actions:
- Form a small steering team – probably formed and overseen by the OSM or equivalent, with representation from marketing, public relations, customer service, operations and HR.
- Approve the draft project plan, or tweak accordingly.
- Develop a role and person specification for the CInflO.
- Recruit the CInflO, transferring to that person responsibility for the transition to the Influence Scorecard – the steering team may continue to act as ‘reinforcements’.
- The CInflO finalizes and secures approval for the project plan.
- Execute the project plan.
- The Influence Scorecard and OIPM become operational – an opportunity to pursue the all-important internal communication objectives in this regard.
- The steering team convenes regularly to review progress against plan – perhaps weekly for two quarters, then monthly for two quarters.
As a further plug for the website accompanying this book, it will be great to have Chief Influence Officers and influence professionals drop by regularly to ask questions, provide answers and generally share experiences. I will definitely be hanging out there, of course.
I believe that the Influence Scorecard can only ...