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Over the last decade the concept of the
Balanced Scorecard has attracted attention around the world
and has been widely, and enthusiastically, adopted by many
organizations as a means to assure that intended strategies
are realized. However, in their work as consultants and
researchers, the authors have noted that all too often expectations
have not been met in practice.
Following on from an earlier book (Performance
Drivers, Olve, Roy and Wetter, Wiley 1999) this volume focuses
on the hands-on experiences of companies across a broad
range of organizations and the challenges that emerge as
the scorecards are put into operation. If these challenges
are not met they may hamper or even erode the implementation
of scorecards -- even though the concept as such is valid.
Identifying achievements as well as failures, this book
looks at the challenges encountered by successful companies
when operating their scorecards, and shows how they manage
these problems.
Based on the experiences of leading world
companies such as Skandia, British Airways, Oriflame, Hewlett-Packard,
Xerox, Ericsson, Scandinavian Airlines and others, the authors
put forward a set of issues in designing scorecards and
scorecard processes. If managed correctly, an organization
is able to reap the benefits and realize the potential from
its scorecard implementation.
Nils-Goran Olve is Adjunct Professor
at Linkoping University. He works extensively in management
training and has co-authored two previous Wiley books: Performance
Drivers -- A Practical Guide to Using the Balanced Scorecard
(1999) and Virtual Organizations and Beyond (1997).
The former has been published in ten languages and has sold
over 70,000 copies. As a senior partner in The Concours
Group in Stockholm, his work concentrates on management
control issues, in particular the Balanced Scorecard and
management of IT.
Carl-Johan Petri holds a PhD from Linkoping
University and is now a partner in The Concours Group in
Stockholm. As a management consultant he has more than seven
years' experience of working with strategy and management
control projects, especially implementing strategies using
balanced scorecards. Dr. Petri is also a frequently invited
speaker at conferences and seminars on the issues of strategy,
management control and knowledge management. Dr. Petri lives
in Paris, France.
Jan Roy is a senior partner in The Concours
Group and head of its European consulting, based in Stockholm.
He previously worked as CEO of several Swedish companies,
especially in the retail industry. As a consultant, he mainly
deals with strategic change processes. He also co-authored
Performance Drivers -- A Practical
Guide to Using the Balanced Scorecard
(Wiley, 1999).
Sofie Roy is a PhD Student in the School
of Business at Stockholm University. The main focus of her
thesis is on knowledge and how the balanced scorecard has
been used to manage knowledge and drive change. For her
PhD she has conducted an in-depth study of Skandia's work
with their equivalent to the balanced scorecard, the Skandia
Navigator.
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