Articles & Videos

We are often approached by organizations that have implemented a balanced scorecard system but are not achieving the results they desire. Once your scorecard is built and implemented, how do you ensure its ongoing health and effectiveness?

By Mark Malinoski & Gail Stout PerryThis article addresses how to measure difficult concepts such as innovation.

By David WilseySo exactly how is the balanced scorecard like Joe Montana throwing to Dwight Clark to win the Super Bowl?

By Howard Rohm and Dan MontgomeryA balanced scorecard system aligned with principles of the “Triple Bottom Line” offers a way to accomplish social and environmental goals while integrating them with financial performance and competitive advantage.

By Gail Stout PerryWhile talking to a reservationlist whose job it is to answer phones and book local flights, it was suddenly clear that this person was clearly attuned to the big-picture strategy and performance of not only her organization, but of her government.

Many of our clients ask a similar question: where do we stand compared with other high performing organizations in terms of strategy management? Answer: use the SMMM to assess your performance! Read More

By Howard Rohm & Mark MalinoskiThe Balanced Scorecard as a Technology Company’s Strategic Planning and Management System.

By Howard RohmIs your strategic plan devoid of strategy? 

By Howard RohmA seminal article about how to implement a Balanced Scorecard.

By Howard Rohm & Larry HalbachA sequel to a Balancing Act about how to implement and sustain a balanced scorecard.

By Howard RohmBalanced scorecards, when developed as strategic planning and management systems, can help align an organization behind a shared vision of success.

By David WilseyThanks to Facebook, Twitter and breaking news email alerts, employees know that a vague acquaintance ate corn flakes for breakfast and the stock market crashed 5 minutes ago, but have no idea how their organization is performing towards its strategic...

With a new CEO and ambitious revenue goals, Veolia NA first successfully implemented a balanced scorecard and then integrated the scorecard deeper into its organization using an e-learning tool.

The Army Surgeon General and Commander of the US Army Medical Command champion used the balanced scorecard as “the principal tool by which they improve operational and fiscal effectiveness and better meet the needs of patients and stakeholders.”

The strategic planning effort at the National Marrow Donor Program®/Be the Match®, dubbed Vision into Action, has driven creative thinking around how to improve efficiencies and cost effectiveness and get people thinking about how they could double transplant volumes...

The County’s focus on citizens has successfully transformed the county government and positioned it for a tough times! Read Case Study from The Institute Way >>

By Howard RohmHave you ever wondered if your performance improvement interventions are aligned with corporate strategy?

By Howard RohmDo your government leaders have a clear strategy? Is that strategy communicated with clarity? Do you have a disciplined way of prioritizing between competing programs and services under tighter and more stringent budgets?

The Northwest Fire District (AZ) needed to re-create its strategic plan and decided to use the Institute’s Nine-Steps™ framework in an effort ensure the plan was reflective of the needs of its stakeholders.

The balanced scorecard is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organizational performance against strategic goals. More...

By Gregg FellowsWith the economy still in “transition,” many executives are cautiously thinking about strategies to recover, recapture and rebuild. But are those re-ignited initiatives the right investments today? What should you be doing? Or, just as important – what...

By Will KaydosMost people don’t recognize that performance measurement lies at the heart of the improvements we humans have made in our standard of living in the past few centuries. Read More

By Paul ArvesonW. Edwards Deming in the 1950’s proposed that business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirements. Read More

Compiled by Paul ArvesonEver wondered what Affinity Diagraming, Cause-and-Effect Diagrams, Pareto Charts and Flowcharts are all about? Read More

Many times balanced scorecard measures depends on data collected by surveys. This article includes excerpts from authorities on survey design and survey methods, providing some of the basic principles used to develop a survey for supporting the balanced scorecard.