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As a result scorecard products are typically restricted to the displaying of KPI’s and do little to help the planning and resourcing process, while the supposedly integrated planning products have no visibility to the actions required to execute strategy.
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However the systems to support these methodologies are far from ideal. Rather than create new systems that support all the management processes to define, resource, forecast, monitor and adjust corporate strategy, vendors simply added discrete, independent scorecard software products to their existing ‘numbers focused’ planning and reporting systems and renamed them as a CPM suite.
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Tools such as ‘strategy maps’ and scorecards could provide CEOs with a way to help fulfill their main roles, i.e. to communicate both internally and externally; to provide input into strategic decision-making; to set an agenda that would drive change; and that could help manage both short and long-term operations.
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