By: Gail Stout Perry
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 correct. Even with my practiced eye, I, too struggled to see clear linkages to strategy. Then I fielded a confidential call from the management team at the same organization who expressed their own frustration that their board members “just didn’t get it”. And as these conversations cycled, the board members became even more exasperated that there was no evidence that the organization was actually executing its strategy.