Tuesday, February 14th, 2006 - 20:00
This report showcases two large federal agencies that adapted the balanced scorecard approach to their operations and have used it for more than five years to drive improved performance.
The challenge, the authors note, isn’t creating a scorecard; it’s getting its elements
to align and link to each other and to the operations of the agency. They tell the compelling stories of how the U.S. Postal Service and the Defense Finance and Accounting Service did just that. They conclude with nine action steps that other agency leaders might adopt if they too want to achieve similar improvements in performance. BCS, Balanced Scorecard, Scorecard, USPS, Postal Service, Post Office, Voice of the Customer, Voice of the Business, Voice of the Employee, DFAS, Accounting, Defense, Performance Measures, Managing for Results, Strategy, Strategic Planning, Management Tools, Execution, ImplementationManaging for Performance and Results