Organizational alignment is indeed made much more possible via balanced scorecards. This is something that a lot of corporate executives have realized just these current years. This is precisely why these very corporations have incorporated their own balanced scorecards. And alignment with balanced scorecard has indeed been achieved all throughout these organizations.
Let us face facts here. It does not really matter if you have the most sophisticated balanced scorecard in terms of design and efficiency. Well, yes, it does matter. However, this is not the end-all, be-all solution to every existing problem and concern in the organization. There still has to be proper communication channels for this managerial tool to be as effective as it should be. This is largely due to the fact that the strategies that make up your balanced scorecard or BSC should be communicated in crystal-clear manner to your employees.
Moreover, your employees should be in that state where they can say for themselves that they do understand what these implemented strategies require of them and have in store for them. In short, you need to make sure your employees fully understand all of the corporate goals and objectives that the whole enterprise needs to achieve over time. Thus, it is actually better to incorporate alignment here through the cascade BSC instead of just the usual one.
Organizational alignment is one of the primary objectives of developing and creating your BSC in the first place. This is because it should be of primary import to align all of your metrics and key performance indicators that will comprise your scorecard. The dissemination of vital information can then be achieved.
Let us use this hypothetical scenario. In the typical cell center, it is expected that the agents themselves would be the very first people to come in contact with the clients or customers. These agents would then be the firsthand people, so to speak. To gauge their performance, metrics and KPIs or key performance indicators are then used. Now, their team managers would have another set of metrics, to be used to gauge the performance of the whole team, apart from the metrics used to check the individual performance of the agents under their supervision. Moreover, account managers would have yet another set of metrics to check the performance of the respective accounts that they handle. Sounds reasonable, right?
In truth, it is actually better to use the cascade scorecard here. The tool would then be broken down into a number of relevant units. The topmost level is then called Tier 1. Going further below the organization, you would then have Tier 2, Tier 3, and so on. This would then be implemented all through the organization levels.
By using the cascade approach, alignment with balanced scorecard is indeed made much easier than before. Objectives and goals are translated more clearly, via goal sentences that are in verb-noun format. With keen translation, the objectives would then be manifested more clearly – regardless of the position you hold. This means both rank and file employees and higher management members will be able to grasp these objectives and goals more clearly.
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