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We use ratings in our daily lives more often than you might expect. We look to Yelp for restaurant ratings, to Rotten Tomatoes for movie ratings; we can even find ratings on medical doctors and university professors. We ask people to rate our seminars and training events. Everywhere, ratings have snuck into decision-making processes in our everyday lives.
By identifying what differentiates it from its competitors, as well as by acknowledging its main capabilities, an organization can set the objectives that have to be attained in order to reach its vision. A performance-focused organization will formulate its objectives and map its strategy, in order to identify cause and effect links that turn assets into desired outcomes.
Many organizations from around the world present their purposeful identities to the general public by using elements such as vision, mission and value statements.
Philips
A recent study suggests that more than half of the Fortune 1000 companies still use the Balanced Scorecard, after over 20 years since it was brought into existence by researchers David Kaplan and Robert Norton.
Strategy execution is not just a matter of owning adequate management tools and techniques, but also of making them work. Various organizations pride themselves on having implemented the Balanced Scorecard as their main tool for effective performance measurement and successful strategy implementation. However, is it enough to cite the use of a Balanced Scorecard in order to communicate a performance-oriented culture?
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