Advertisement

How to Build an Agile and Adaptive Balanced Scorecard

  • David Wiraeus
  • James Creelman
Chapter

Abstract

Being brutally honest, most Balanced Scorecards that we look at (by which we mean the scorecard of Key Performance Indicators—KPIs—targets and initiatives that support the Strategy Map) are of only marginal benefit to the organization (Fig. 5.1).

References

  1. 1.
    Bernard Marr, James Creelman, Doing More with Less: measuring, analyzing performance in the government and not-for-profit sector, Palgrave Macmillan, 2014.Google Scholar
  2. 2.
    Bernard Marr, James Creelman, Doing More with Less: measuring, analyzing performance in the government and not-for-profit sector, Palgrave Macmillan, 2014.Google Scholar
  3. 3.
    Adapted from a quote attributed to John Ruskin.Google Scholar
  4. 4.
    Jeremy Cox, The Work is Not the Problem, LinkedIn, June 2017.Google Scholar
  5. 5.
    James Creelman, Jade Evans, Caroline Lamaison, Matt Tice, 2014 Global State of Strategy and Leadership Survey Report, Palladium Group, 2014.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • David Wiraeus
    • 1
  • James Creelman
    • 2
  1. 1.Stratecute GroupGothenburgSweden
  2. 2.Creelman Strategy AllianceLondonUK

Personalised recommendations