Balanced Scorecard Evolution -- Contents -- Preface -- LOOKING BACK AND LOOKING AHEAD -- HOW IS THIS BOOK DIFFERENT? -- WHO WILL BENEFIT FROM THIS BOOK? -- HOW THE BOOK IS ORGANIZED -- Acknowledgments -- Chapter 1 What Exactly Is a Balanced Scorecard? -- ORIGINS, AND A BRIEF HISTORY, OF THE BALANCED SCORECARD -- BALANCED SCORECARD PERSPECTIVES -- Customer Perspective -- Internal Process Perspective -- Learning and Growth Perspective -- Financial Perspective -- WHAT IS A BALANCED SCORECARD? -- Objectives and Strategy Maps -- Performance Measures and Targets -- Strategic Initiatives -- TELLING THE STORY OF YOUR STRATEGY THROUGH CAUSE AND EFFECT -- Cause and Effect Linkages in Practice -- Always Strive to Tell Your Strategic Story -- KEY BALANCED SCORECARD QUESTIONS AND ANSWERS -- What Is the Difference between a Balanced Scorecard and a Dashboard? -- Does Balance Mean an Equal Number of Objectives and Measures in Each Perspective of the Balanced Scorecard? -- What Version or Generation of the Balanced Scorecard Does This Book Cover? -- Does the Balanced Scorecard Change? -- How Important Is Terminology in a Balanced Scorecard Implementation? -- NOTES -- Chapter 2 Just Like the Boy Scouts: Be Prepared -- FIRST THINGS FIRST: WHY ARE YOU DEVELOPING A BALANCED SCORECARD? -- ANSWERING THE QUESTION: WHY THE BALANCED SCORECARD AND WHY NOW? -- POSSIBLE REASONS FOR LAUNCHING A BALANCED SCORECARD -- SEND YOURSELF A POSTCARD FROM THE FUTURE -- START WITH A PROVOCATIVE ACTION -- OVERCOMING SKEPTICISM -- BENEFITS OF A GUIDING RATIONALE -- WHERE DO WE BUILD THE BALANCED SCORECARD? -- CRITERIA FOR CHOOSING AN APPROPRIATE ORGANIZATIONAL UNIT -- EXECUTIVE SPONSORSHIP: A CRITICAL ELEMENT OF ANY BALANCED SCORECARD PROGRAM -- Securing Executive Sponsorship -- SPONSORSHIP ADVICE FOR EXECUTIVES -- YOUR BALANCED SCORECARD TEAM -- Choosing the Team.

How Many People Should Be on Your Balanced Scorecard Team? -- What Skill Sets Should Team Members Possess? -- Team Member Roles and Responsibilities -- Balanced Scorecard Team Members -- Training Your Team -- MANAGING THE BALANCED SCORECARD ON AN ONGOING BASIS: THE OFFICE OF STRATEGY MANAGEMENT -- FUNCTIONS OF THE OFFICE OF STRATEGY MANAGEMENT -- Initial Considerations in Establishing a Strategic Management Office -- YOUR BALANCED SCORECARD DEVELOPMENT PLAN -- The Planning Phase -- The Development Phase -- BE FAST, BUT BE THOUGHTFUL IN YOUR APPROACH -- DEVELOPING A COMMUNICATION PLAN TO SUPPORT YOUR BALANCED SCORECARD INITIATIVE -- Communication: A Vital Link to Success -- Why Communication Is Critical to Your Balanced Scorecard -- A Guiding Rationale for Your Communication Plan -- Key Elements of a Communication Plan -- Evaluating the Effectiveness of Your Communication Efforts -- Final Thoughts on Communication Planning -- FINAL ASSESSMENTS TO MAKE BEFORE YOU BEGIN BUILDING A BALANCED SCORECARD -- If You Already Have a Strategy Map or Balanced Scorecard of Measures, Are You Willing to Change It? -- Critically Examine the Existence of Common Change Blockers -- How Fast Are Things Changing in Your Environment? -- Do You Have a Strategy? -- NOTES -- Chapter 3 Balanced Scorecard Building Blocks: Mission, Vision, and Strategy -- MISSION -- What Is a Mission Statement, and Why Is It So Important? -- Effective Mission Statements -- Developing Your Mission Statement -- The 5 Whys -- From 5 Whys to 6 Questions -- Gast's Laws -- A Simpler Approach -- Who Writes the Mission Statement? -- If You Already Have a Mission -- Why Mission Is Critical to the Balanced Scorecard -- VISION -- The Role of Vision through History -- What Is a Vision Statement? -- Effective Vision Statements -- Developing Your Vision Statement -- VISION STATEMENTS AND THE BALANCED SCORECARD.

A Rose by Any Other Name -- STRATEGY -- Problems with Strategy and Strategic Planning -- Co‐Creating a Strategy and Balanced Scorecard -- STRATEGIC THEMES -- Regardless of the Method-Hard Work Is Required -- APPENDIX 3A: AN INTRODUCTION TO THE ROADMAP STRATEGY PROCESS -- Roadmap Strategy -- Four Fundamental Questions You Must Answer When Creating a Strategy -- The Four Lenses -- A Strategy to Create True Alignment from Top to Bottom -- NOTES -- Chapter 4 Conduct Effective and Engaging Workshops -- BEFORE THE WORKSHOP -- Plan -- Determine Where to Hold the Workshop -- Decide on the Day -- Determine Who Will Attend the Workshop -- Assign Pre‐Work -- DURING THE WORKSHOP -- Getting Started: The Power of Story -- Tell Them Again and Again . . . -- Answering the Why Question -- Prime Participants for Success -- Facilitating the Session -- Encouraging Full Attention and Dealing with Distractions -- Be Present and Listen More -- FAR Moments -- Avoiding Rabbit Holes -- THE ROLE OF EXECUTIVES IN WORKSHOPS -- First Things First -- You're the CEO for a Reason -- NOTES -- Chapter 5 Building Powerful Strategy Maps That Tell Your Strategic Story -- WHAT IS A STRATEGY MAP? -- Breaking It Down -- Telling the Story through Cause and Effect -- WHY YOU NEED A STRATEGY MAP -- THE SPECTRUM OF STRATEGIC PLANS -- DEVELOPING STRATEGY MAP OBJECTIVES -- Creating Effective Objectives -- DEVELOPING OBJECTIVES FOR EACH OF THE FOUR PERSPECTIVES -- Developing Objectives for the Financial Perspective -- Developing Objectives for the Customer Perspective -- WHICH VALUE PROPOSITION IS BEST? -- Managing Dual Value Propositions -- Developing Objectives for the Internal Process Perspective -- Developing Objectives for the Learning and Growth Perspective -- Human Capital: Aligning People with Strategy -- Recruit the Right People -- Close Skill Gaps -- Train for Success.

Information Capital: Aligning Information and Technology with Strategy -- Organizational Capital-Creating the Climate for Growth and Change -- USING STRATEGIC THEMES IN THE DEVELOPMENT OF A STRATEGY MAP -- DEVELOPING A SHARED UNDERSTANDING WITH OBJECTIVE STATEMENTS -- Objective Statements Defined -- Creating Objective Statements: Who and When -- Finalizing the Objective Statements -- HOW MANY OBJECTIVES ON A STRATEGY MAP? -- Reviewing the Objectives on your Strategy Map -- So What Is the Right Number of Objectives? -- NOTES -- Chapter 6 Create a Balanced Scorecard of Robust Measures, Meaningful Targets, and Strategic Initiatives -- WHAT ARE PERFORMANCE MEASURES? -- CREATING BETTER PERFORMANCE MEASURES -- Avoid Biases in Measure Development -- Adopt a Solutions Mind-set -- Embrace Measurement Challenges -- ATTRIBUTES OF EFFECTIVE PERFORMANCE MEASURES -- Linked to Your Strategy -- Quantitative (Most of the Time) -- Accessible -- Update Frequently -- Counterbalance -- Relevant -- Measures, Not Strategic Initiatives -- Mix of Lag and Lead Indicators -- Last But Not Least . . . Keep Them Simple -- MEASURES FOR EACH OF THE FOUR PERSPECTIVES -- Fortifying the Financial Perspective -- RECORDING YOUR MEASURES: CREATING A PERFORMANCE MEASURE DATA DICTIONARY -- Measure Background -- Measure Characteristics -- Calculation and Data Specifications -- Performance Information -- How Many Measures on a Balanced Scorecard? -- TARGETS: THE GOALS THAT BRING MEASURES TO LIFE -- What Are Performance Targets? Why Are They Important to the Balanced Scorecard? -- Types of Performance Targets -- DO YOU NEED ALL THREE TYPES OF TARGETS? -- Setting Performance Targets -- STRATEGIC INITIATIVES: PROJECTS THAT DRIVE BREAKTHROUGH PERFORMANCE -- Ensuring Strategic Initiatives Support Your Strategy -- Creating New Strategic Initiatives -- Prioritizing among Strategic Initiatives.

The Rewards Are Worth the Effort! -- NOTES -- Chapter 7 Hold Strategy Execution Meetings So Good, People Actually Want to Attend -- FROM THEORY TO PRACTICE -- Not So Breaking News: Meetings Are Flawed! -- First Things First: This Is a Strategy Execution Review Meeting -- BEFORE THE MEETING -- Schedule the Meetings in Advance -- Choose Your Facilitator -- Determine Who Will Attend -- Share Materials in Advance -- IN THE MEETING -- Reviewing Scorecard Results-Options Abound -- Focus on Questions as Much as Answers -- Set a Tone of Continuous Learning -- Listen More -- Gaze Out, Not In -- Fight Apathy! -- AFTER THE MEETING -- What to Expect from Your Strategy Execution Review Meetings -- Concluding Thoughts on Strategy Execution Review Meetings -- REPORTING RESULTS WITH BALANCED SCORECARD SOFTWARE -- CRITERIA FOR SELECTING SOFTWARE -- Design Issues: Configuration of the Software -- Reporting and Analysis -- Technical Considerations -- Maintenance and Security -- Evaluating the Vendor -- Developing Your Own Balanced Scorecard Reporting System -- NOTES -- Chapter 8 Let Everyone Demonstrate Their Contribution by Cascading the Balanced Scorecard -- WHAT IS CASCADING? -- THE SEARCH FOR MEANING -- THE CASCADING PROCESS -- Develop Implementation Principles -- ENSURE UNDERSTANDING OF YOUR HIGHEST‐LEVEL STRATEGY MAP AND SCORECARD BEFORE CASCADING -- Influence Is the Key to Cascading -- Support Group Balanced Scorecards -- Personal Balanced Scorecards -- Checking the Alignment of Cascaded Balanced Scorecards -- Making Cascading Work -- Really Making It Work -- A Final Thought on Cascading -- NOTES -- Chapter 9 Integrating Change Management Techniques to Drive Balanced Scorecard Success -- PREPARING FOR SCORECARD SUCCESS -- Send Yourself a Postcard from the Future -- Start with a Provocative Action -- Shrink the Change to Overcome Skepticism.

Executives Must Put on a SCARF.