The Scorecard Solution
Measure What Matters and Drive Sustainable Growth
Author: Dan E. King
Pub Date: January 2015
Print Edition: $29.95
Print ISBN: 9780814434925
Page Count: 288
e-Book ISBN: 9780814434932
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“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
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
about the organization’s capabilities, the leader is forced to make investment
decisions and allocate resources based on partial facts.
In addition to not having the facts, leaders may be unaware of their
own mindset, which can add to the dilemma. During my work with
CEOs and senior leadership teams, I’ve found that they have a bias toward
the belief that “all is good.” They want to believe that their organization
is rock solid and delivering the best possible results, given market conditions.
Many leaders also are prone to maintaining the status quo. Because
they are somewhat in the dark regarding the health of the enterprise,
there is no urgency to address weaknesses they don’t see, particularly if
the weaknesses have not yet shown up in the numbers. Why fix what
isn’t broken? That becomes the mantra. If current performance of the
business is acceptable, why rock the boat? After all, change is tough on
an organization, right? Why be bold for the future and risk your present
The reality is that present success is not self-sustaining. Without preventive
maintenance, something is always breaking.
The Scorecard Solution will solve these problems by giving you a practical
tool for maintaining a crystal-clear and constant view of your business
that will enable better decision making. That tool, the
Organizational Prowess Scorecard, delivers the unvarnished, unemotional
facts about what is really happening in areas of the company you can’t
see every day. It has three major components:
1. Strategy Planning—what are we going to work on?
2. Execution Framework—how do we get it done?
3. Talent—who will do the work?
In my experience these components all need to be in top form for a
company to thrive. If you have, for instance, a bad plan, you’ll squander op-
portunities. If you have a good plan, but aren’t able to execute it within an
acceptable time frame, you’ll lose ground competitively. And if you have
too many “B” players in mission-critical roles, key goals will be missed.
Each component is broken down into measurable subcomponents
that are assessed and given a numerical score, which, when tallied, will
show you how you’re doing in a subcomponent, a major component and,
most important, overall.
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