Balance Your Balanced Scorecard


Lawton, Robin   (2000, International Management Technologies, Inc. and ASQ)   International Management Technologies, Inc., Burnsville, MN

Quality Progress    Vol. 35    No. 3
QICID: 15364    March 2002    pp. 66-71
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Article Abstract

The intended purpose of a balanced scorecard is to provide a framework linking strategy with operational performance measures. In reality, it is an integrated report focusing on various areas of performance the organization values most. Like most change models, the balanced scorecard has improved over time, but the improvement is incomplete. Current scorecards frequently focus on topics of internal interest while customers' interests are incompletely integrated into the overall picture. A good scorecard includes measures addressing processes, products, and outcomes that reflect both customer and organizational values. Three reasons organizations should measure their performance are: To align mission, strategy, values, and behavior; to focus on the correct improvements; and to define the meaning of success. A model of a balanced scorecard is described featuring eight areas for measurement that also make up a checklist of topics the organization's improvement initiatives should address.


Change management,Core values,Customer focus,Self assessment,Quality tools,Scorecards,Customer requirements

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