Everyone has their way of measuring things. Quite often the way you measure something could be different to the way I measure something. And the way I measure something might not conform to generally accepted principals. Is that wrong?. The answer to that is both yes and no. If you seek to compare your measures to Industry benchmarks then you will need the same computational methodology
Have you ever set up your key performance data on a spreadsheet, then overlaid the data with also those fancy graphs? WOW things look great, then a second look and maybe a third and then you come to the conclusion that the good old pie chart just doesn't seem to convey much information at all. In fact, its only real purpose would be to split the percentage of a whole and colour code the result
Target setting certainly has its challenges, more often than not, to get those responsible to be accountable enough to produce valid and achievable targets for monitoring. Accountability is a wonderful thing and can really separate perception from reality. Performance data without some form of measurable target or goal can be meaningless and empty. By default we do know just by looking at
The Balanced Scorecard is a dynamic tool. A tool as flexible as your management requires and designed to be simple enough to be tweaked as the dynamics in your business and the business environment change. To create a set of strategic and operational objectives that remain static over time is a recipe for consistent, non-competitive performance. Things change. Things change all the time. Your