Many of my clients in the Office of Strategy Management Executive Working Group at Balanced Scorecard Collaborative, all of whom were leading strategic change from the middle of their organizations, had a similar issue:Â their organizations’ scorecards had too many objectives and measures (Kaplan and Norton recommend no more than 25).Â Although they knew they should narrow down the strategy to the critical few, the scorecards ballooned because either their executive teams tried to be all things to all people, or because no one wanted their department to be left out of the organization’s strategy.Â The result?Â Extra effort, reduced focus, and added complexity.
With the uncertainty already inherent in change, the last thing you want to do is add confusion.Â Overload leads to glazed looks and dug-in heels.Â To influence change, and keep it simple.
Where does complexity appear?Â Here are just a few of the places to look:
- Goals, objectives, measures
When in doubt, choose simple.
What might you simplify?
Read more of the 99 Ways to Influence Change.