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).
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Bernard Marr, James Creelman, Doing More with Less: measuring, analyzing performance in the government and not-for-profit sector, Palgrave Macmillan, 2014.
Bernard Marr, James Creelman, Doing More with Less: measuring, analyzing performance in the government and not-for-profit sector, Palgrave Macmillan, 2014.
Adapted from a quote attributed to John Ruskin.
Jeremy Cox, The Work is Not the Problem, LinkedIn, June 2017.
James Creelman, Jade Evans, Caroline Lamaison, Matt Tice, 2014 Global State of Strategy and Leadership Survey Report, Palladium Group, 2014.
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Wiraeus, D., Creelman, J. (2019). How to Build an Agile and Adaptive Balanced Scorecard. In: Agile Strategy Management in the Digital Age. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-76309-5_5
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DOI: https://doi.org/10.1007/978-3-319-76309-5_5
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