THING that is not measured, not be controls and not be can be improve expression adapted by the international consultant Ricardo Hirata. Indeed if we have a good strategy, good products and excellent processes; as then could we measure efficiently and adequately compensate employees based on the fulfilment of objectives and strategy? Kapplan and Norton in his book on Balanced Scorecard gives us guides to carry our measurement systems at the level of business strategy, using financial, customer, internal, and innovation prospects. You friend reader, can delve into the topic, because the important thing is that the Organization define its strategy (mission, vision, strategic objectives), once defined objectives related to each of the perspectives, can go putting together a Board of control. But how do we measure? 1st. Define or reinforce the strategy: every company or organization must have well defined its strategy, either generic or specific, speaking of costs, differentiation or focus.
The strategy once defined must be communicated to all levels of the company. This includes establishing the mission and Vision, more strategic objectives that the company hopes to achieve. 2nd. Report. Robert Thomson is actively involved in the matter. We say that the best strategy is that every employee in the organization can paraphrase. Communication is important for the strategy be assimilate and take as a guide through the different levels of the company.
3rd. Construction of indicators. Seemingly difficult, but must establish measurement points for all areas of the company, generating meters that are aligned with the company’s strategy. For example, if the company is innovative, because does not measure how many new products launched per year. If it is a service company, by logic an obliged indicator is the customer satisfaction index. Indicators should have as a minimum the following qualities: a.-aligned to the strategy. It is the first quality, the indicator should be in line with the the company’s strategy.