| According to those who design and promote | | | | management system, and you find that it is not |
| management tools, you can't live without the | | | | working for you on a personal level, interestingly, the |
| newest, best, fast, and most innovative tool to | | | | system would suggest that you make changes clarify |
| manage your enterprise. Ask a proponent of | | | | goals, reassess actions and retest results. Putting that |
| Balanced Scorecard and they will even tell you that it | | | | into layman's terms: Try something else and see if |
| is a good idea for you to use this system even if | | | | that works for you. |
| you run a one-person show as your entire enterprise. | | | | One of the best features of the Balanced Scorecard |
| Going that far seems a bit like shooting cockroaches. | | | | management system is that after learning how it |
| Although, after studying all the benefits of running a | | | | works and how to work it, it seems quite rational in |
| medium to large or even huge operation with the | | | | almost every aspect. To use an overused word |
| simple to define guidelines of Balanced Scorecard | | | | some of it appears to be downright "intuitive." |
| management, you might find personal uses for the | | | | In a corporate or enterprise setting involving more |
| system. It is a good thing to pay attention to orderly | | | | than one person, however, the subordinate(s) and/or |
| and at least frequent, if not continual | | | | non-innovator(s) may feel threatened by the changes |
| self-assessment. It is also something that can get out | | | | proposed to meet Balanced Scorecard operation. |
| of hand, in either direction, quite easily. | | | | Experience teaches that one successful methodology |
| Yes, you do need to know how well you are | | | | for introducing big changes is what I call "top-down, |
| responding to your customers, even if they are only | | | | bottom-up innovation." While the uppermost |
| your family members and friends. No, you probably | | | | management may be the level of management that |
| don't need to do metrics on every interaction you | | | | makes the decision to implement Balanced Scorecard, |
| have, and on every task you set or accomplish. Still, | | | | it behooves upper management [in many instances] |
| many people who learn management skills take the | | | | to deputize very low level persons to study the idea |
| lessons learned from the management system they | | | | of rejuvenating the management system, and |
| learn and apply those skills and processes to their | | | | suggesting that they investigate Balanced |
| own personal situations. This form of | | | | Scoreboard, as one possibility. Whether any other |
| self-development, through corporate training is quite | | | | possibility is suggested, may or may not be required, |
| common. We cross-pollinate a lot, in our lives, and | | | | depending on your own enterprise structure. Making |
| much of it is good. If you are applying the | | | | the decision to move to a structured management |
| methodology of Balanced Scorecard Management to | | | | system such as Balanced Scorecard management |
| your own personal life, you may find by using the | | | | works well as a "grass-roots" movement. Just like |
| system that it doesn't work in the format of the | | | | quitting smoking, though, commitment and |
| "personal edition" for you. | | | | persistence are highly recommended once you decide |
| If you have learned the Balanced Scorecard | | | | to do it. |