Agenda
| Time | Item | Discussion Leader |
|---|---|---|
| 10 minutes | Call to Order | |
| Roll Call | LC Chair | |
| Agenda Bashing | All | |
| 50 minutes | Where are we now? | |
| 2017 Year in Review - The Groups | Executive Director LC Chair | |
| Balanced Scorecard - Setting Objectives | LC Chair | |
| 20 minutes | Break | |
| 45 minutes | Where do we want to be in 2019? | |
| Market Drivers and Trends | All | |
| Balanced Scorecard - Practical metrics and targets | LC Chair | |
| 45 minutes | How will we get there? | |
| Ideas for new work or new phases of current work | All | |
| Balanced Scorecard - Group Initiatives that will 'move the needle' | LC Chair | |
| 10 minutes | Wrap-up | |
| Action items & Proposals | All |
Supporting material
Balanced Scorecard
Andrew Hughes, LC Chair
Since being elected LC Chair, I have been working to support the work of Kantara Groups and to instigate development in new work areas that can be improved through work at Kantara. i In 2017, I was looking for a performance management approach to make the great work done in Kantara's Groups more visible and to guide us towards work that supports the overall Kantara mission. I chose the Balanced Scorecard methodology for this purpose.
The Balanced Scorecard is a simple structure that defines four perspectives by which to measure the organization. The perspectives are: Customer, Financial, Internal Business Process, Learning & Growth. In order to use this methodology in the Kantara organizational context, I have translated these into four Kantara perspectives:
Kantara Groups' Perspectives | Meaning | BSC Perspectives |
|---|---|---|
| Consumers of Group Outputs | Consumers of Group Outputs are : | Customer |
| Kantara Member Value for Money | This perspective relates to the increasing "Member Equity" in Kantara as an organization. A measure of the relevance and perceived value of being a Member. | Financial |
| Administrative / Internal Processes | This perspective relates to the ease of participation in Groups and increasing efficiency in administrative processes. | Internal Processes |
Depth of Knowledge Bases, Aggregate Capabilities of Participants, Range of High Value Knowledge Domains | This perspective relates to the actual aggregate value of Kantara assets which are created and maintained by Groups. | Learning & Growth |
Background reading from the internet:
The Balanced Scorecard is a management system. It’s a way of looking at your organization that focuses on your big-picture strategic goals. It also helps you choose the right things to measure so that you can reach those goals.
Traditionally, companies have judged their health by how much money they make. Financial measures are definitely important, but they only give you part of the picture. They focus on the short-term, and you’re trying to build an organization to stand the test of time. The name “balanced scorecard” comes from the idea of looking at strategic measures in addition to traditional financial measures to get a more “balanced” view of performance.
It’s this focus on both high-level strategy and low-level measures that sets the balanced scorecard apart from other performance management methodologies. It takes your big, fuzzy strategic vision and breaks it down into specific, actionable steps to take on a day-to-day basis. (1)
The Balanced Scorecard (BSC) was originally developed by Dr. Robert Kaplan of Harvard University and Dr. David Norton as a framework for measuring organizational performance using a more BALANCED set of performance measures. (2)
(1) https://balancedscorecards.com/balanced-scorecard/#learn-overview
(2) http://www.balancedscorecard.org/BSC-Basics/About-the-Balanced-Scorecard