About 95 % of the organizations all over the world in spite of having superbly articulated Vision, Mission and related strategies, remain fail to achieve required strategic outcomes. To address this fundamental and crucial lapse in the world of management, two American strategists Kaplan and Norton have introduced the management tool of Balanced Scorecard (BSC). BSC as tool to achieve organizational strategies is much common in the developed world especially in the corporate domain, whereas, organizations in Pakistan yet have to accrue the due benefits as offered by the BSC.
During This very Research efforts shall be made to explore strategic utilization of BSC to secure the desired strategic outcomes by an organization, how BSC coherently links organizational vision, mission, strategy and employees every day actions. How tangible as well as intangible efforts and resources to be aligned using BSC to achieve the overall strategic aims and objective of the organization.
In a recent research I found out that startups who implement the BSC increase managerial control but also lower their innovative outcomes. Thus, some of these abandoned formal managerial control such as the BSC. You can find a few ideas about it in my paper... Article MANAGEMENT CONTROL SYSTEMS AND ORGANISATIONAL LEARNING: A LI...
Muhammad,
I found the BSC a very useful methodology/tool, but in my view, to have a good strategy (in public sector specifically) requires at least the following, whether you use BSC or another methodology/tool:
1. Aligned to national (& international) plans
2. Contextualised
3. Focused
4. Balanced
5. Logical
6. Clear approach/strategy
7. SMART Objectives
8. Assigned accountabilities for objectives and responsibilities for initiatives
9. Cascaded to units
10. Initiatives clear and related to objectives
11. Realistic
12. Integrated through strategy mapping
13. Scorecards detailed but simple
14. Accepted
But even after the strategic plan is finalised and approved, it remains a hypothesis to be tested on a regular basis - in this VUCA/DANCE world we are living in.
I developed a conceptual model called MERIL-DE to help close the gap between strategy planning and execution. It is supported by the STRATEX CAR analogy. It integrates 9 vital strategy execution components. Please have a look at it and let me hear your views.
You can find these in the following article & book:
- Olivier AJ, 2017, Closing the Strategy Execution Gap in the Public Sector, Lambert Academic Publishers [ISBN: 978-3-330-32428-2]
- Olivier AJ & Schwella E, 2018, Closing the strategy execution gap in the public sector, International Journal of Public Leadership, ID: IJPL603946, Jan 2018
Thank you Anton ! I will certainly avail of your wisdom by going through the relevant book and articles as suggested by your good self. However, there is Another important concern which is being highlighted by most of the BSC users that this management tool is acting as barricade to the personal innovation as it puts bars on individual discretions by straight jacetting their doings and putting barricades on their initiatives . May I invite your comments towards this important recent concerns being voiced by the subjects of BSC? Thanks
Miguel Gil
I certainly share your concern that BSC may act as a barricade to personal innovation and discretions, However, this is a developing concern which needs a bit of more research before putting further belief into it. You therefore, perhaps need to share and elaborate your perspective a bit further. thanks
It is useful to read section 3 in this book (in Russian)
http://qrcoder.ru/code/?https%3A%2F%2Fdrive.google.com%2Fopen%3Fid%3D1YA6IUcGMJAcT5GNQratMcj_eRqLZvtF0&4&0
HTML-код для вставки в блог:
📷
- Badges
- Science topic
- Similar topics
- Geoscience
- Asia
- India