|
Refer Scorecard for a back-ground. A scorecard fulfills the following objectives in its mature forms:
- what is happening?
- Why is it happening?
- what are we going to do about it?
- What improvements or performance levels we are expecting in future?
People are still struggling
with phase I "What is happening"? These are the issues, which
need to be resolved before we start thinking of next level:
- Quality of data,
- Availability of data,
- Deciding on what information you need in a scorecard,
- Deciding upon how you will have a common interpretation of data etc.
In this situation, it may sound a bit too much to go for ideal objectives out
of a scorecard. There is another softer issue. Using a scorecard to answer next
set of "why" and "what are we going to do about it?" and "How much we project
the metrics to change over time?", demands a level of commitment, which many
managers may not be in a position to put on the table.
Our recommendation will be to select certain
key metrics whereby you would go for higher objectives. For example, a scorecard
might have 20 different metrics, and you might be struggling with 10 of them
to achieve fundamental quality on data and interpretation. You should select
top 5 metrics where you would first go and fix the issues, and take them to
the next level. You can start answering "why is it happening"? and "projected
Change in performance", only for these selected metrics and if these short-listed metrics
have any fundamental quality issues |
