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How do you best integrate an organization's values and culture with the Balanced Scorecard? Do you just put it in the Learning and Growth perspective? Seems to me that that would be a little limiting, as value and culture should influence everything that an organization does. |
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Sam, most organizations start with putting key values or a statement about their values ("Live our core values") in their Learning and Growth. They look at employee surveys or elements of a survey to capture this behavior. Sometimes they give spot awards for examples of this behavior and so they can look at the number of spot awards or quality applications for awards to judge if they are making a difference. Other organizations will build their values into the rest of their scorecard. They may have safety as an internal process objective. They may have something about partnering or becoming a trusted adviser in their customer perspective, and some element of ethical behavior (or risk management) show up in their financial perspective in a subtle manner. I've also seen core values or culture show up in the design of the strategy map without specific measures associated with it. Then the measures piece is part of the PDP or individual performance review process. So it is linked to the strategy, but not explicitly managed in the strategy framework of the Balanced Scorecard. |
