Addressing strategy has regained importance. The number of strategic projects is increasing and there is an increased discussion to identify strategic indicators.
The key point in this discussion is the question of the "real" figures.
The concept of the Balanced Scorecard (BSC), the need for monitoring of all business fields of interaction - in terms of four levels - brought to consciousness. Remained open and will remain: What indicators of Finance, Marketing, HR processes, and (in the meantime been replaced in part by "innovation" among others) are correct or useful? How are they related?
am in my lectures on strategy and identification number of participants I confronted with the question of the (general) valid codes. Unfortunately
I have to disappoint in this regard are: There is no best, Kennziffernset valid.
But -> This is not only reassuring but pleasing
- figures are packed information
- information on actions aimed at
- actions must be aligned with strategic objectives
- Therefore, code can be precisely derived from the strategic objectives
"right" indicators are thus based on a "right" strategy. If this is not only promising, but also along the entrepreneurial Ursachen-/Wirkungskette formulated consistent (see previous post), resulting from the strategic Objectives (market, processes, etc ...) the necessary measures in the structure of a quasi BSC automatically.
The measured variables must withstand the following questions:
- What is the target to be measured?
- What you would notice that one has achieved the goal X?
- Can the measure to achieve the desired objective can be read?
- is thus the behavior of the employees affected in the desired direction?
- is a unique interpretation of the code be?
- is recordable ensures the data?
Standing by also focusing on the essentials (few but important figures), the system can be easily - eg. implement - with Excel and hyperlinks.
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