Sunday , August , 25 , 2019
The Institute Way Blog
Years ago, I worked for a Big 5 consulting firm and did a lot of strategic planning projects. In one case I remember we facilitated four three-day workshops with the top 25 executives in a government-owned power generation company in Canada. We went through a pretty typical strategy formulation process, talking about strengths and weakness, opportunities and threats, mission, vision, values, on down the line until we developed key performance indicators and an action plan.
A former client called to say they were at a decision-point. They were trying to decide if they wanted to keep using their balanced scorecard system or not. He went on to say, “to be quite honest, the scorecard really isn’t driving the organization. It feels more like ‘busy work’...it leaves a bad taste in our...