PDF Ebook The Scorecard Solution: Measure What Matters and Drive Sustainable Growth
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The Scorecard Solution: Measure What Matters and Drive Sustainable Growth
PDF Ebook The Scorecard Solution: Measure What Matters and Drive Sustainable Growth
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Audible Audiobook
Listening Length: 8 hours and 16 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Gildan Media, LLC
Audible.com Release Date: December 26, 2014
Whispersync for Voice: Ready
Language: English, English
ASIN: B00R3QQUGM
Amazon Best Sellers Rank:
It’s about time for a book on this subjectMany years ago I learned the adage that goes “it you can measure it you can improve it†and I have tried to live by that for many years. I have done my best to come up with charts and graphs and dash boards and daily, weekly, monthly and yearly reports to help me do that measuring. Some of them worked and well some of them didn’t but I kept on trying. I just wished I’d had Dan King’s fine book all those years ago.This is the one book on the subject that really hits home. The “scorecards he has developed are right on the money. The playbook he shows the reader how to develop is the most effective demonstration of measuring and modeling that I have seen.“The truth unveiled by the scorecard translates into great power for s leader. Simply knowing where the business resides on the organizational Prowess scale will give you confidence to act. You’ll also know what to act on and how to prioritize your actions.â€The scale King is referring to is the scale he developed that when measured properly reflects the four levels of organizational competence:Agile: 80 to 100 points - Your Company has the enviable speed to market, a culture of innovation, and exceeds financial targets.Resilient: 60 to 70 points - Your Company typically achieves the revenue target but overachievement is elusive. Existing capabilities make stretch goals impossible.Vulnerable: 30 to 59 points – Your Company regularly misses financial targets, suffers talent erosion, and has minimal innovation.Lagging: 10 to 29 points – Your Company has a passionless culture and doesn’t innovate. Without changing its survival is in doubt.Then by evaluating the parameters, the company characteristics reflected by these scores you will have your improvement roadmap. You will know what areas to work on and what priority on which to work on them.Mr. King then goes on to describe in clear and concise detail how to improve the company through measurement if it needs improving and how to sustain your performance if you are at the top of the scale.He program is particularly effective when he describes how to develop the improvement implementation team, and how to motivate and lead that team to a successful future.Speaking of the future this is a definitely a book of the future. The good news is that it is available right now.
Just about everything I know about the balanced scorecard was learned from two "classics" co-authored by Robert Kaplan and David Norton: The Balanced Scorecard: Translating Strategy into Action (1996) and The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000. However, there have been several other excellent books published in recent years, including Dan E. King's The Scorecard Solution: Measure What Matters and Drives Growth. The subtitle of King's book correctly refers to two separate but interdependent initiatives. Otherwise, business leaders of the given enterprise would fail to measure whatever is of greatest importance and/or have the information needed to achieve sustainable growth.I agree with King: "Organizations are complex communities. A CEO can't know everything. Without a robust measurement tool, a culture of candor, a business dashboard, and frequent strategy reviews, performances can slip and corrective action comes too late. Also, in order to sustain grow and recover quickly from down turns, there must be perpetual appetite for top talent as well as an execution framework that delivers important milestones within acceptable time frames."Without these critical capabilities, decision-makers in any organization, whatever its size may be, decision-makers will resemble those who are trying to fly a Boeing 787 or an Airbus A 380 without having any visibility, any instrumentation (compass as well as fuel, speed, height, and air pressure gauges), or communication system. Imagine that you have been seated behind the steering wheel of a vehicle and then blindfolded. You have everything pilots lack except sight. What you need to know, what you need to complete your journey, is readily available but you cannot see it on the dashboard or through the windows. What you and the pilots need includes (a) correct and sufficient knowledge of what to, (b) the ability to use that knowledge effectively, and (c) sufficient resources (people, time, funds, etc.) need to reach the given destination.According to King, "The Organizational Process Scorecard serves two very significant purposes. First, it provides a numerical score that serves as a baseline. Learning this score is a call to action for the leadership team." In this context, I highly recommend Guy Kawasaki's Reality Check: The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition, and, Gary Hamel's What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation. Kawasaki and Hamel provide in these volumes a wealth of information, insights, and counsel that set the platinum standard for the art and science of "gut check."King continues, "The second significant output of the scorecard delivers is clarity regarding areas of the business that you need to address and strengthen. This is the rifle-shot approach [rather than the carpet bombing approach] -- precise and efficient. While few leaders are reluctant to invest in their business, the challenge is deciding where to place the bets." In this context, I am reminded of two other volumes: Jeremy Hope and Steve Player's Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance, and, Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, co-authored by Jeanne W. Ross, Peter Weill, and David Robertson. These two volumes provide just about everything a management team needs to know about create a workplace culture within which to deriver maximum benefit from The Organizational Process Scorecard.o Leveraging Data (Pages 11-14)o Plan the Future (21-28)o Understanding Leading Indicators (29-31)o The Elements of the Scorecard (39-48)o Scorecard Component Details (51-58)o The Data Behind the Numerical Scoring of Strategy Execution (61-66)o Strategy Planning + Execution Framework = Success (68-81)o The Offsite Work Session (90-103)o Guiding Principles of Execution (107-122)o What Is an "A" Player Anyway? (128-137)o Make Talent Management a Business Priority (137-145)o Attracting the Best (151-155)o Seek Out Internal Threats (164-167)o Leveraging the Scorecard to Sustain Growth (175-190)o Fortifying the Senior Team (195-199)o Execution Framework (207-212)o Culture Affects Performance (214-216)o Defining a High-Performance Culture (218-222)o Sustaining a High-Performance Cultural Prowess Scorecard (235-238)o Apply the Scorecard to Business (238-240)Obviously, no brief commentary such as mine can do full justice to the scope and depth of invaluable material that Dan E. King provides in The Scorecard Solution. However, I hope I have at least indicated why I think so highly of it. Leaders in all organizations need both a scorecard and a playbook to achieve and then sustain superior performance. In my opinion, none are better than those he offers, accompanied by a complete operations manual.I conclude with two hopes: That this book proves to be as valuable to you and your colleagues as I think it will be. Also, that you and your colleagues read it and then take appropriate action before your competition does.
I have read a number of books on strategy and leadership. I would rank this one among the very best. Although all of the appropriate technical perspectives are included in the text, it is written for practitioners in a way that is understandable and applicable to any type of enterprise. As a public school superintendent, I appreciate the many applications that can be drawn from "The Scorecard Solution" and applied within an academic setting. I would highly recommend it for any school official seeking greater clarity and accountability for lead and lag indicator results. In our industry, we don't measure success by bottom line financial profits. Our equivalent is bottom line student achievement. Specifically, in our school district, our strategy is to ensure high achievement in the foundational years for each and every student, to personalize the learning experience for all students and to ensure the health and well-being for each student. "The Scorecard Solution" will be of great assistance to our school system as we continue down this journey of determining our most important and helpful lead indicators, measuring our successes and shortcomings and using the new found data to help us achieve our most important key lag indicators. This book is very well written and a helpful guide to any leader regardless of their organization's mission.
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