Agenda
| Time | Item | Discussion Leader |
|---|---|---|
| 15 minutes | Call to Order | |
| Welcome | President Executive Director | |
| Roll Call | LC Chair | |
| Agenda Bashing | All | |
| 45 minutes | Where are we now? | |
2017 Year in Review - The Groups | LC Chair | |
Balanced Scorecard (BSC) - Setting Objectives
| LC Chair | |
| 20 minutes | Break | |
| 40 minutes | Where do we want to be in December 2019? | |
Ideas for new work or new phases of current work
| All | |
| 50 minutes | How will we get there? | |
Balanced Scorecard - Practical metrics and targets
| LC Chair | |
Balanced Scorecard - Group Initiatives that will 'move the needle'
| LC Chair | |
| 10 minutes | Wrap-up | |
| Action items & Proposals | All |
Meeting Attachments
Attendance
Background Reading
Balanced Scorecard
Andrew Hughes, LC Chair
The Kantara Initiative is the global consortium improving trustworthy use of identity and personal data through innovation, standardization and good practice.
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. 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 'classic' perspectives are: Customer, Financial, Internal Business Process, Learning & Growth.
The Balanced Scorecard (BSC) work we will do at the Member Plenary will refine that first year's BSC and will help to frame the Group initiatives and strategies for the next 18 months. 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 |
Starting from these four perspectives, we will develop and confirm three strategic objectives per perspective. Each objective gets one or two measures (that should not require Group leaders to do status reports!) and associated targets.
Proposed initiatives and work plans can be developed, adjusted and evaluated using the BSC to ensure that the work is aligned with the Kantara mission and that it takes a broad view of the benefits to Kantara Members into account.
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