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The document outlines an accountability scorecard approach for assessing organizational health and performance from a stakeholder perspective. It discusses the thinking behind stakeholder-based assessments, including ideas from Peter Drucker, Kaplan & Norton, and others. The approach involves identifying an organization's key stakeholders and the contributions and inducements for each stakeholder, then developing measures and mapping these to organizational structure and processes. Some pitfalls to avoid are an overreliance on consultants, measuring too much, or confusing commitments with charters. Factors to consider include dependence on stakeholders and their attitudes.
The document outlines an accountability scorecard approach for assessing organizational health and performance from a stakeholder perspective. It discusses the thinking behind stakeholder-based assessments, including ideas from Peter Drucker, Kaplan & Norton, and others. The approach involves identifying an organization's key stakeholders and the contributions and inducements for each stakeholder, then developing measures and mapping these to organizational structure and processes. Some pitfalls to avoid are an overreliance on consultants, measuring too much, or confusing commitments with charters. Factors to consider include dependence on stakeholders and their attitudes.
The document outlines an accountability scorecard approach for assessing organizational health and performance from a stakeholder perspective. It discusses the thinking behind stakeholder-based assessments, including ideas from Peter Drucker, Kaplan & Norton, and others. The approach involves identifying an organization's key stakeholders and the contributions and inducements for each stakeholder, then developing measures and mapping these to organizational structure and processes. Some pitfalls to avoid are an overreliance on consultants, measuring too much, or confusing commitments with charters. Factors to consider include dependence on stakeholders and their attitudes.
Overview Thinking Structure Stakeholders Samples Process Pitfalls Factors The Thinking Peter Druckers Executive Dashboard Kaplan & Nortons Balanced Scorecard Contributions & Inducements Chester Barnard Richard Cyert & James March James March & Herbert Simon A comment by James Burke
The Structure QUALITY of the RELATIONSHIP SHARED RESPONSIBILITY MUTUAL ACCOUNTABILITY CONTRIBUTIONS INDUCEMENTS O R G A N I Z A T I O N S T A K E H O L D E R S The Key Stakeholder Groups SUPPLIERS CUSTOMERS MANAGEMENT EMPLOYEES The Accountability Scorecard SUPPLIERS CONTRIBUTIONS INDUCEMENTS MANAGEMENT CONTRIBUTIONS INDUCEMENTS CUSTOMERS CONTRIBUTIONS INDUCEMENTS EMPLOYEES CONTRIBUTIONS INDUCEMENTS Management and Employees MANAGEMENT CONTRIBUTIONS INDUCEMENTS Leadership and direction Sound financial management Integration & balancing of stakeholder needs Status and authority Large domain of influence Leveraging of personal impact Appropriate compensation EMPLOYEES CONTRIBUTIONS INDUCEMENTS Time, energy and ideas Commitment, loyalty and reliability Cooperation and collaboration Assumption of responsibility Application of skills and knowledge Solutions to problems Innovations and Improvements Respect, recognition and appreciation Better than average pay and benefits Opportunities Long-term prospects Social context at work Sense of accomplishment Decent working conditions Suppliers and Customers SUPPLIERS CONTRIBUTIONS INDUCEMENTS Quality products and services Competitive prices Responsiveness and flexibility Prompt payment Fair dealings and clear requirements Stable relationship Long-term prospects CUSTOMERS INDUCEMENTS CONTRIBUTIONS Revenues Contracts Sanction Support Clear specifications and requirements Valid, reliable information Solid foundation for decisions Quality of our products and services Psychometric leadership ETDBW The Process Identify the key stakeholders Identify C-I for each stakeholder Reduce ruthlessly Devise measures Map to structure and processes Keep the officers involved Some Pitfalls to Avoid Balanced scorecard consultants Premature purchase of software Focusing on one side of the exchange Measuring too much Perceived irrelevance Confusing charter with commitment Factors to Consider Dependence on stakeholders Stakeholder attitudes Senior officers grasp of the business Whos the customer? How is it going to be used? Levels of arrogance and hubris James Burkes Comment The ultimate measure of an organizations success is the extent to which it serves all of its constituencies better than its competition.
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