Balanced Scorecards: Maintaining Effectiveness

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	Balanced Scorecards: Maintaining Effectiveness

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Report W978 published on 21 Jun 2012
Business Relations, Operations/Service Management

Summary

How do you design a Balanced Scorecard to continually drive the service forward? Once implemented, how can effectiveness best be maintained?

Balanced Scorecards can be used to drive improvement, but only with appropriate design and management. Getting the business and stakeholders to buy in is critical, and bringing in representative measures of 'softer' elements such as staff and communications is vital if your aim is to effect behavioural change. Whether your IT services are delivered internally or by a third party, it is vital that performance and the perception of the service are measured.

Topics

Case Study: Finding the Right Balance
The Value of Scorecards
Designing a Balanced Scorecard
    - Designing a scorecard
    - Managing resistance
    - The data and the metrics
    - Scorecards have a lifecycle
Using a Balanced Scorecard
    - Reporting
    - Driving change
Supplier Management
    - Supplier mapping
    - Creating supplier measures
    - Suppier management

Participating Organisations

This report has been drawn from experience shared amongst 18 corporate IT professionals representing 13 organisations and is based upon their direct experience and practical questions related to IT Balanced Scorecards and supplier scorecards.

The aggregate experience in corporate IT of those involved was over 240 years. The organisations involved represented industries including construction, healthcare, manufacturing, food, financial services, a county council, public bodies and utilities.

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