Thursday , July , 19 , 2018
The Institute Way Blog
I learned two lessons in college that I still think about – one in the kitchen and one as a strategy execution consultant. My professor claimed during a cell biology lesson that if you leave iceberg lettuce in water for about 20 minutes its cells expand as they soak up the water. He said that many chefs knew that soaking lettuce in cold water made it seem fresher and crunchier but few understood that it was because the cells were packed to the bursting point.
Most performance measures or KPIs will have targets. After all, we have them to focus us on improving performance. But that focus can fracture if we don’t take care in how we express our measures and our targets, so they speak the same language.
My daughter recently took an art camp offered by the city. When I arrived for pick up on the last day, the students were filling in program evaluations. Our later conversation about randomly filled bubbles, porta-potties, and palaces inspired me to revisit some important principles in KPI development.
Most MBA programs pride themselves as being the ”practical” degree that will best prepare its students for any number of management roles. But it wasn’t until I became a Balanced Scorecard Professional that I learned the following principles that I have found to be key to being a good manager and leader.
I recently had a conversation with an organization’s board member who said, “I’m so frustrated. We have a balanced scorecard but I don’t see how the things the management team is measuring or executing are linked to our strategy. I don’t see the connections. Our balanced scorecard feels operational.” He was...