Skip navigation
Beyond the Balanced Scorecard
Book

Beyond the Balanced Scorecard

Improving Business Intelligence with Analytics

Productivity Press, 2007 more...

Buy the book


Editorial Rating

7

getAbstract Rating

  • Applicable

Recommendation

Many companies can improve their performance by sharpening strategic management tools called “balanced scorecards,” says consultant Mark Graham Brown. He provides analytic refinements in his book and shows you how to build better scorecards. He explains why analytics, or multiple measures of specific operations, are superior to single-point indicators of process improvement. You need management tools that can help you assess the present and guide your way to a successful future. Brown shows you how to create multidimensional analytics that give you a deeper understanding of what you are measuring. He also shows you how to create analytics-based scorecards to manage customer relationships, staff, finance, operations and strategy. One chapter is about building an actionable scorecard that tracks external factors. Most scorecards ignore this area completely, even though external factors can have a huge impact on your company’s success. getAbstract recommends this book to professionals who want to adapt their scorecards to a more analytical approach.

Summary

Building Better Balanced Scorecards

The balanced scorecard approach to measuring organizational achievement is designed to create an applicable, useful package of various kinds of measurements, but the traits that constitute a good balanced scorecard are open to interpretation. Some companies that have used scorecards have benefited more than others. Balanced scorecards are most beneficial when they are properly tailored to a specific business, tied to its corporate goals, used organization-wide and designed to cover the concerns of multiple stakeholders, particularly employees and customers. Having a scorecard is only meaningful if you use it as the basis for making improvements. Measurements that fail to motivate are useless.

Popularized in the 1990s, the first scorecards had many flaws. Almost all of their measurements tracked past events or lagging indicators. They did not measure ethical behavior, link with company strategy and or tie compensation to important nonfinancial measures. They measured the activities of customers and staff members crudely, and they ignored vital external factors. Over time, companies in Europe and the U.S. began sharing successful improvements...

About the Author

Mark Graham Brown has spent decades helping companies, including Fortune 50 firms, improve their performance. He conducts workshops on measuring performance and is the author of two previous books, Keeping Score and Winning Score.


Comment on this summary

More on this topic

Related Skills

AI Transformation
Attract and Recruit Talent
Be Emotionally Intelligent
Become More Productive
Control Financial Performance
Corporate Finances
Develop the Organization
Develop Your Thinking Skills
Digital Transformation
Discover and Understand Digital Technologies
Drive AI Transformation
Enhance Customer Experience
Execute Digital Operations
Executive Leadership
Human Resources
Lead Strategically
Leadership
Leverage AI for HR
Live Well
Make Good Decisions
Manage Learning and Development
Manage People and Talent
Manage Teams and Departments
Market Insights by Industry
Marketing
Master B2B Sales
Personal Growth
Place Talent Strategically
Plan and Strategize Your Sales
Sales
Soft Skills
Strengthen Your Digital Literacy
Understand Economics
Workplace Skills
Economic Indicators
Manage Remuneration
Use AI for Performance Tracking
Streamline Your Workflow
Understand Motivation
Manage Key Accounts
Manufacturing Industry
Master Lean Management
Manufacturing Best Practices
Leverage AI for Customer Experience
Use AI for Workforce Planning
Retain Employees
Measure L&D Impact
Set and Track KPIs
Drive Organizational Performance
Measure AI Business Impact
Understand Human Resources Economics
Manufacturing Challenges
Manage Performance
Manage Your Accounts
Plan Financial Performance
Discover and Understand Data Analytics and Big Data
Enhance Employee Experience
Analyze Data
Leverage AI for Management
Optimize Workforce Performance
Manage Post-Sale Relationships
Evaluate Employees
Manage Talent
Lead Operational Planning
Manage Customer Accounts
Optimize Production
Production and Logistics
Master Financial Metrics
Understand Human Behavior
Conduct Employee Surveys
Drive Continuous Improvement
Think Analytically
Make Data-Driven Decisions
Optimize IT Operations
Retain Customers
Management
Use CRM Tools Effectively