The balanced scorecard approach is a tool that helps managers get a complete picture of organizational performance. The question scorecard is an interesting variant that employs questionnaires.
The balanced scorecard is a strategic management approach that was introduced in the early 1990s by Robert Kaplan and David Norton. Essentially,
it aimed to take into account not only the financial aspect of performance, but also the operational aspects. This is done in order to get a more complete picture of organizational performance. The “scorecard” does not need to be an actual physical scorecard for question scorecard implementations are also possible.
The original conceptualization of the balanced scorecard simply consisted of filling up four categories of metrics or measurements. These were usually labeled Financial, Customer, Internal Business Processes, and Learning & Growth. Following the original methodology, managers would then simply select five or six good, relevant measures for each of these perspectives. Even in this first, simplest version, the balanced scorecard still managed to combine the different aspects of organizational performance in a relatively sensible manner.
However, it soon became apparent that this approach was still a little too abstract. It basically consisted of pulling measures for these four perspectives more or less out of thin air! Hence, the balanced scorecard methodology was further improved as years passed. In current implementations, the balanced scorecard approach is usually intimately tied in with a larger strategic management framework.
This framework begins with the formulation of a vision for the company, which is a short statement of what the organization would like to ideally become in the future. Then it all trickles down from there. In light of this vision, each department and part of the organization can then formulate their own goals and objectives. These objectives, while differing from part to part (think of human resources objectives versus financial or accounting objectives), should all lead towards the organizational vision.
At this level, the question tactic could be employed to good effect. Basically, the balanced scorecard objectives and measures could be formulated in terms of questions. This has the advantage of eliciting a response and being more active than plain statements. In these scorecards, various questions that are relevant to departmental or individual objectives could be printed. They could act as surveys and also as reminders for each employee and department of larger goals and objectives. Thus, they can prove to be helpful in maintaining strategic alignment between the different parts of an organization.
Of course, one should realize that the balanced scorecard approach is just a tool, and not an end-all be-all or a panacea that will work in every case. Some managers might find it not as effective as other approaches, for instance. It might prove difficult or unwieldy to implement for others.
However, the balanced scorecard approach has intended, since it was introduced, to help managers get a balanced, complete picture of organizational performance. If used wisely along with a well thought out strategic framework, this management approach can work wonders. An interesting variant would be the use of question scorecards to keep track of these goals. These questionnaires act as surveys and reminders at the same time, to keep everyone on track.
