| According to those who design and promote | | | | management system, and you find that it is not |
| management tools, you can't live without the newest, | | | | working for you on a personal level, interestingly, the |
| best, fast, and most innovative tool to manage your | | | | system would suggest that you make changes clarify |
| enterprise. Ask a proponent of Balanced Scorecard | | | | goals, reassess actions and retest results. Putting that |
| and they will even tell you that it is a good idea for you | | | | into layman's terms: Try something else and see if that |
| to use this system even if you run a one-person show | | | | works for you. |
| 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 some |
| simple to define guidelines of Balanced Scorecard | | | | of it appears to be downright "intuitive." |
| management, you might find personal uses for the | | | | In a corporate or enterprise setting involving more than |
| system. It is a good thing to pay attention to orderly | | | | one person, however, the subordinate(s) and/or |
| and at least frequent, if not continual self-assessment. | | | | non-innovator(s) may feel threatened by the changes |
| It is also something that can get out of hand, in either | | | | proposed to meet Balanced Scorecard operation. |
| 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] to |
| many people who learn management skills take the | | | | deputize very low level persons to study the idea of |
| lessons learned from the management system they | | | | rejuvenating the management system, and suggesting |
| learn and apply those skills and processes to their own | | | | that they investigate Balanced Scoreboard, as one |
| personal situations. This form of self-development, | | | | possibility. Whether any other possibility is suggested, |
| through corporate training is quite common. We | | | | may or may not be required, depending on your own |
| cross-pollinate a lot, in our lives, and much of it is good. | | | | enterprise structure. Making the decision to move to a |
| If you are applying the methodology of Balanced | | | | structured management system such as Balanced |
| Scorecard Management to your own personal life, you | | | | Scorecard management works well as a "grass-roots" |
| may find by using the system that it doesn't work in | | | | movement. Just like quitting smoking, though, |
| the format of the "personal edition" for you. | | | | commitment and persistence are highly recommended |
| If you have learned the Balanced Scorecard | | | | once you decide to do it. |