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FAMILY="SANSSERIF">To add to this thread, I have worked with Balanced Scorecard
Language. The most recent thinking I have seen on this is that Learning and
Employee Development >>leads to better Operational Processes
>>> leads to better Customer satisfaction/ retention >>>
better bottom line financial outcomes. As Lilly said, a way of expanding
the conversation from "just the bottom line" outcomes to those things that
impact it. typically, various measures are assigned to assess these four areas.
I think OST could be a great way to converse aroung the meanings and 'drivers'
in each of these areas, and ultimately lead to better quantitative measures
[which often seem to be pulled out of a hat]. don't let the language dissuade
you - GO for it!</FONT></FONT></DIV>
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FAMILY="SANSSERIF"></FONT></FONT> </DIV>
<DIV><FONT face=arial,helvetica><FONT lang=0 face=Arial size=2
FAMILY="SANSSERIF">Meg Salter</FONT></FONT></DIV>
<DIV> </DIV>
<DIV><FONT face=arial,helvetica><FONT lang=0 face=Arial size=2
FAMILY="SANSSERIF">MegaSpace Consulting<BR>(416) 486-6660<BR><A
href="mailto:meg@megsalter.com">meg@megsalter.com</A><BR></DIV>
<DIV><BR><BR><BR><BR>anced Scorecard (BSC) is the invention of two Harvard profs
who wanted to expand the scope of attention of corporate senior management when
it comes to strategic decision making. Besides Financials, it addresses
Customer, Learning and Competitor quadrants.<BR><BR>If the municipality has
asked Thomas to 'open' the space the opportunity is to engage people who are
usually only 'providers' of information for the BSC and see it disappear into
aggregates. When used in the spirit it was itended, BSC is a means of
opening wider conversations that help make better decisions.<BR><BR>Hope this
helps<BR><BR>Lilly Evans<BR>Director <BR>Strategic Learning
Web <I>
'Tomorrow's Leaders Today'<BR></I>Virginia Water, Surrey UK<BR><BR>tel. +44 1344
843 653<BR>email: lilly3653@aol.com <BR></FONT>* *
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