Until recently, only a small portion of my
consulting work since I left Analog
in 1992 has been related to the balanced scorecard. My main activity has been in the area of process management which
deals principally with process design, control and improvement.
In late 1998, I was asked to write an article for the Journal of Strategic
Performance Management, where I served on the Editorial Advisory Board. I suggested
several possible topics to the Editors and they immediately chose "Why Balanced
Scorecards Fail". The article was published in January of 1999.
As a result, I was invited to present at two conferences on performance
measurement and the balanced scorecard that were held in Europe that
year. I was also chosen as the subject matter
expert for an APQC Benchmarking Study on linking the balanced scorecard to
strategy.
These recent activities, and the many valuable discussion that I
have had
with consultants, academics and practitioners alike led me to the conclusion that
Analog's decade old pioneering work was still a best practice, and in many ways
represents the state of the art. My objective in writing this history has
been to try to share
that work with those of you who are struggling with your own scorecard
implementations. Rather than corrupt that history with unintentional revisionist
words, I've tried to document it with actual presentation slides and transcripts
from that period.
Some may view the result as an effort of ego, and they're right in part.
Others may view it as an attempt to set the record straight, and they too are
right, in part.
But my teacher and friend, Shoji Shiba helped me to crystallize in my own
mind the value of shared success stories in societal learning. As I've said
before, the balanced scorecard is just the tip of the improvement iceberg.
It is my hope that my Analog Devices Story will help others see below the
surface to the 90% that too many have overlooked. Good luck in your
journey.
"The Pioneer and Father of the Balanced Scorecard*".
