Publication Date:Sep 13, 2000
Source:Harvard Business Press Chapters
English Hardcopy Black & White
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The process to initiate the Balanced Scorecard management system starts with a leader creating the sense of urgency for change. The urgency can come from reversing recent underperformance, responding to a changing competitive environment, or stretching the organization to be much better than it currently is. This chapter looks at different approaches used by leaders to plant the seeds of change and to cultivate and sustain change initiatives once they've been launched.
To illustrate how lead executives can use the Balanced Scorecard to create the climate for change, the vision for what the change can accomplish, and the governance process that promotes communication and learning about the strategy.
Improving performance; Leadership; Metrics