Change Management Alignment with the Cascade BSC
The cascade BSC promotes more in-depth translation of goals and objectives amongst the tiers of the organization. This should then be used to change management alignment effectively. Check additional information about Change Management Alignment.
When it comes to effective managerial tools that an organization can use to align management and make it even more efficient all throughout the organization itself, then the balanced scorecard would be the ideal tool. However, if you are in the process of changing the alignment of your existing management system, then the cascade balanced scorecard would be the ideal tool to use. But why should this type of scorecard be used if organizations want to change management alignment? This is because the cascade balanced scorecard is structured in such a way that it would be much easier for every member of the workforce to obtain a complete grasp and understanding of corporate goals and objectives, as well as the roles that each member would have to play to ensure the achievement of said goals and objectives.
For the most part, it is actually the lack of efficient communication that leads to corporate goals and objectives not achieved. Because of this, employees are seldom fully cognizant of the roles that they have to play simply because they do not fully understand the goals and objectives in the first place. Fortunately, this problem can be easily solved with the use of the cascade balanced scorecard.
The typical balanced scorecard would be sufficient in the incorporation of organizational alignment. This is because the tool itself would already contain measures and indicators used to gauge the current performance of the organization, as well as its many departments and employees in the workforce.
So, how would the balanced scorecard be used in the corporate setting? Let us present a hypothetical situation - the typical work environment of a call center. A call center would have hundreds of agents working the floor live every single day. The agents themselves would be the first-hand employees, since they are the ones who would deal with the customers themselves over the phone. The agents themselves would then check out metrics that measure their performance as individual agents. With hundreds of agents, there would inevitably be team managers who would manage a certain number of agents per shift. The tem managers would then check out metrics that pertain to the overall performance of the teams they are handling. Moving higher, there would also be account managers responsible for the performance of the whole account being handled by the call center. Thus, account managers would check out such metrics that show the performance of the accounts they handle.
With the cascade balanced scorecard, the tool itself is broken down into various units. The topmost level here would be the corporate-wide level, and is more commonly known as Tier 1. From the highest tier, the scorecard is then translated into the next level, Tier 2. Tier 2 could be comprised of departments, support units, or business units, depending on the nature of the organization. Once this is successfully translated, translation would then move down to the next tier, Tier 3. This time, Tier 3 would be comprised of teams and individuals.
The activity of translations from one tier to another is what defines the cascade balanced scorecard and is what makes it the effective tool to use if you want to change management alignment. If you are considering changing the alignment of your own management system, then by all means, consider using the cascade balanced scorecard for this endeavor.