Is it your devil or the Universe responding to your request? --BJ Peters
On Wednesday, December 10, 2003, at 12:42 PM, chris macrae wrote:
Its funny how one’s devil strikes.Just incoming to my inbox:
FIRST EVER HUMAN CAPITAL EUROPEAN SUMMIT 2004
Based on the outstanding success in the US, Balanced Scorecard
Collaborative and Leading Minds proudly present the Human Capital
European Summit 2004, “Aligning Human Capital with Business Strategy
through the Application of the Balanced Scorecard”25-26th March
2004inAmsterdam.
• Understand the alignment of Human Capital to strategy
• Measure the contribution of Human Capital to business performance
• Create a framework for organizational alignment
• Create HR strategy maps and BSC’s
Register before31 January 2004 and receive a free copy of Kaplan and
Norton’s new book, “Strategy Maps: Turning Intangible Assets into
Tangible Outcomes.” Go to
www.bsceventportfolio.com/hcnl0304
or contact book...@leading-minds.com or call 377 97 97 39 46 to
register.
I can tell you Human Capital is a topic that’s very important if we
develop its tracking slowly (may take 5 years to openly find any
benchmarks that get near to real human contexts) – so from my biased
side I regard this pre-emptive conference strike as depressing BS > news.
Worse the book I am co-authoring has a very similar title to K&N’s new
opus but will undoubtedly seek to mean something wholly different by
maths of mapping human relationships. Chris Macrae,
wcbn...@easynet.co.uk, www.valuetrue.com
Previously
Dear Lilly, and Open Spacers
AS one mathematician to another, its not often I disagree with you
–and perhaps I am being pedantic- but strictly speaking the
originators of Balanced Scorecard have confessed that its spirit was
intended to show that the quadrants of customer, learning and
competitor could be translated back into MBA measurements and business
case numbers as usual – at least I remember reading such a bookmark
and if its really important to provide that evidence I’d happily
search for 2 hours or until I find it. At the end of the day a
balanced scorecard averages and linearises its outputs in ways that
look historically precise, which has nothing to do with what will
happen or be innovated next (even though any relationship system is
spinning growth or destruction depending how the people
(relationships) in it have been treated over time)
Mathematically you cannot sum where the performance of a
self-organising system is leading to (or any company where people are
the heroes) in numbers (however many professors try or say you can)
though you can provide maps to keep on iteratively editing for
everyone to participate in which is what you should be governing the
future of your most precious human links around
I did try to make this point at the guest lecture you invited me to
give but I know its not something that MBAs who have just got in debt
with long courses on traditional management theory want to hear.
I think what can do is say that the balanced scorecard can be used to
open another door of management thinking but it certainly isn’t the
measurement of that…and living systems like the human body – so I am
told – are only ever balanced the second before they die (which may
show that the professors didn’t really know the territory they were
naming)
Sincerely
Chris Macrae
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