Thriving Scorecard Postings Index

The following postings provide insight on the use of a balanced scorecard (BSC) within the context of higher education. Postings are typically 2-3 pages in length and can be read in 10-15 minutes.

Overview

Why a Balanced Scorecard for a College or University?

A rationale as to why a balanced scorecard can increase the strategic focus and clarity for institutional leaders and stakeholders.

Understanding Strategic Altitude

Many institutional leaders are bogged down with tactical issues. This posting focuses on the importance of raising the strategic altitude of our work and leadership.

Developing a Balanced Scorecard Collaboratively

Strategy is a team sport. To get the most out of the balanced scorecard on your campus, a collaborative team process is key.

Strategy Map Development

Developing a Strategy Map: Basic Concepts

An overview of the components of a Strategy Map and how a one-page visual can provide strategic alignment across the institution

Developing a Strategy Map: Vision, Mission, and Values

The foundations of any organization are found in its vision, mission, and values. These form both the foundation and the aspirational features of the Strategy Map.

Developing a Strategy Map: Strategic Themes

A discussion on how 3-5 high-level strategic themes can highlight the current (2-3 years) priorities for the institution.

Developing a Strategy Map: Strategic Objectives

Strategic objectives form the core strategy for each strategic theme including a focus on both strategic drivers as well as strategic results.

Balanced Scorecard Development

Meaningful Measures

Identifying the most strategic measures is key to the success of a balanced scorecard. The right mix of these measures is also key.

Measures and Targets

Measures give us important information on where we are at in regards to strategic variables. Targets provide a reference point as to where we would like to go in our institutional future.

Piloting Your Balanced Scorecard

Once the planning work is completed, the piloting phase begins. This is the time to get your campus up to speed with a minimal amount of stress and strain.

Monthly Strategy Meetings

Effective strategy is a journey as much as a destination. Giving monthly attention to your strategy can keep your team fresh and focused.

Leading effectively an organization at the strategic level requires several important ingredients. Some of these ingredients include:

• Clarity of mission, vision, and values
• Clarity concerning strategic priorities/themes
• Clarity on strategic drivers and results
• Clarity on measures and targets (more…)

by Rick Mann, Ph.D.

Once the Strategy Map is completed and the measures and targets are drafted, the pilot phase of the balanced scorecard implementation can begin. In this phase, data is collected and inputted and the organization begins to experience a whole new chapter of its strategic future. While some aspects of this pilot phase may seem tedious and mechanical, it is often the emotional side of the equation that causes the most challenges. (more…)

by Rick Mann, Ph.D.

When most people think of scorecards, they tend to think of measures, metrics, and data. We have tried to make the case in earlier material that the starting point of a great balanced scorecard is with the Strategy Map, not measures and metrics. It is at this point where I think that some dashboards go wrong. Some dashboards report data and fail to connect that data with strategy. The balanced scorecard seeks to connect meaningful measures with strategy. (more…)

by Rick Mann, Ph.D.

Strategic Objectives:

One of the most powerful features of later generation Balanced Scorecards is the addition of the Strategy Map. The following components are what make up a Strategy Map:

• Vision (Aspirational)
• Values (Foundational)
• Mission (Aspirational or Foundational)
• Balanced Scorecard Perspectives (not always visible in final form)
• Strategic Themes (aka priorities, directions, aspirations)
• Strategic Objectives (aka Outcomes, the strategy) (more…)