The Scorecard Solution: Measure What Matters and Drive Sustainable Growth

The Scorecard Solution: Measure What Matters and Drive Sustainable Growth

The Scorecard Solution: Measure What Matters and Drive Sustainable Growth

The Scorecard Solution: Measure What Matters and Drive Sustainable Growth

Synopsis

Simply "making the numbers" is no longer enough to remain competitive. In today's high-pressure environment, organizations need to overachieve. That level of success requires a clear and objective view of the business--because even the most courageous leader can't steer a ship in the dark.

Is the enterprise Agile? Resilient? Vulnerable? Or Lagging? The Scorecard Solution provides the answer. The book introduces a data-centric tool--the Organizational Prowess Scorecard(tm)--that precisely measures the capabilities needed for sustainable growth. Analyzing the dimensions of talent, strategy, and execution produces a baseline score, and shines a light on the performance gaps that hold a business back. With the facts in hand, readers then learn how to:

Position the organization to meet ambitious goals • Bring strategies to life through an execution framework • Design a dashboard to track progress and flag problems • Foster a winning culture • And more

Organizations that maintain the status quo will be left in the dust. The Scorecard Solution helps companies chart a course for rapid change--and outperform the competition every time.

Excerpt

“It drives me crazy when I can’t get answers. I see erosion in our revenue and no one seems to be able to explain what is happening to cause it. All I get are opinions and guesswork. How can I address the problem when I don’t even know where or what it is?”

Do you share this frustration? a ceo made this comment to me during my research for this book. She wasn’t the only person who said something similar. What I learned through multiple interviews with executives is that business leaders live in fear of two problems: (1) not being told the truth about the health of the enterprise and (2) having to make major, strategic decisions with too little information.

Unfortunately, the causes of these problems are usually baked into the system.

Even the most approachable leaders have subordinates who are reluctant to disclose looming performance deviations or organizational weakness. We’d like to believe that the messenger never gets shot, but there are plenty of messengers in companies across the land who would rather not test that premise.

As a result, a leader receives sanitized information. This is a dangerous scenario for a decision maker. Without comprehensive and current data . . .

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