If the scorecard project is really

If the scorecard project is really going to are impact, everyone has to be on board. I want you to put together a team to have all of our 550 non-unionized employees understand and be prat of the balanced scorecard process.
D’Attoma formed a seven person cross-functional/ cross-level team. It inclided a blend plant manager, a blend plant shift supervisor, representatives from industrial and automotive marketing, the customer response center, and headquarters people like himself. The team developed a mission and a small set of simple and focused deliverables:
Mission
Deliver a balanced scorecard process that challenges each individual and team to link their
Goals to the lube business vision and strategies, and drive their skill development.
Deliverables
Cause and effect tree criteria Buld team scorecard create link to performance appraisal, Implementation took kit
The team started by constructing its own balanced scorecard for the project (see Exhibit 1). The tram spent two weeks in fairfax launching the project. Ryan England, a consultant from renaissance solutions, encouraged the team to develop and validate a causeand- effect tree that linked high-level business unit objectives down to positions or tasks for every individual in the organization. The team created a comprehensive cause-and-effect tree that filled a large wall (a simplified version is shown in exhibit 2). The internal perspective contained nearly 100 individual processes.
The team then took to the field. During the next 12 working days, the team held about 40 meetings in 20 different locations to help individuals and teams implement their own scorecards.
D’attoma described a typical meeting:
Most of the people had never heard of the balanced scorecard. We started off telling them what it was, our objectives in using the scorecard, and the role of the scorecard in the organization. Then we walked them though the tree, we talked about the alignment of objectives and strategies and about cross-functional relationships, which the tree allows you to do. And then we asked them, “they were generally excited to find how their job fit into our overall strategies and objectives. They went up to the tree, pointed to their box, saw what they affected, and traced how their job or position affected and traced how their job or position affected everything, eventually impacting ROCE. It was powerful for individuals to see that. Once we found their location on the tree, we broke that task down further, and helped them develop some objectives and measures.
The team developed specific criteria for individuals to follow in building their scorecards:
• Personal scorecard must support supervisor/manager’s scorecard
• Scorecard must include an objective and measure that supports another part of the business
• Every supervisor/manager must have an objective and measure related to coaching, counseling, or employee development
• Scorecard must include a mix of lead and lag indicators
• Minimum of one objective/measure per quadrant [perspective]
• Do not exceed 15 measures
• Any change must be agreed to by both supervisor and employee