The Accountability Scorecard

A Stakeholder-based Approach to Assessing

Organizational Health and Performance

Overview
Thinking
Structure
Stakeholders
Samples
Process
Pitfalls
Factors
The Thinking
Peter Druckers Executive Dashboard
Kaplan & Nortons Balanced Scorecard
Contributions & Inducements
Chester Barnard
Richard Cyert & James March
James March & Herbert Simon
A comment by James Burke

The Structure
QUALITY
of the
RELATIONSHIP
SHARED RESPONSIBILITY
MUTUAL ACCOUNTABILITY
CONTRIBUTIONS
INDUCEMENTS
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The Key Stakeholder Groups
SUPPLIERS CUSTOMERS
MANAGEMENT
EMPLOYEES
The Accountability Scorecard
SUPPLIERS
CONTRIBUTIONS INDUCEMENTS
MANAGEMENT
CONTRIBUTIONS INDUCEMENTS
CUSTOMERS
CONTRIBUTIONS INDUCEMENTS
EMPLOYEES
CONTRIBUTIONS INDUCEMENTS
Management and Employees
MANAGEMENT
CONTRIBUTIONS INDUCEMENTS
Leadership and
direction
Sound financial
management
Integration & balancing
of stakeholder needs
Status and authority
Large domain of
influence
Leveraging of personal
impact
Appropriate
compensation
EMPLOYEES
CONTRIBUTIONS INDUCEMENTS
Time, energy and ideas
Commitment, loyalty
and reliability
Cooperation and
collaboration
Assumption of
responsibility
Application of skills
and knowledge
Solutions to problems
Innovations and
Improvements
Respect, recognition
and appreciation
Better than average
pay and benefits
Opportunities
Long-term prospects
Social context at work
Sense of
accomplishment
Decent working
conditions
Suppliers and Customers
SUPPLIERS
CONTRIBUTIONS INDUCEMENTS
Quality products and
services
Competitive prices
Responsiveness and
flexibility
Prompt payment
Fair dealings and clear
requirements
Stable relationship
Long-term prospects
CUSTOMERS
INDUCEMENTS CONTRIBUTIONS
Revenues
Contracts
Sanction
Support
Clear specifications
and requirements
Valid, reliable
information
Solid foundation for
decisions
Quality of our products
and services
Psychometric
leadership
ETDBW
The Process
Identify the key stakeholders
Identify C-I for each stakeholder
Reduce ruthlessly
Devise measures
Map to structure and processes
Keep the officers involved
Some Pitfalls to Avoid
Balanced scorecard consultants
Premature purchase of software
Focusing on one side of the exchange
Measuring too much
Perceived irrelevance
Confusing charter with commitment
Factors to Consider
Dependence on stakeholders
Stakeholder attitudes
Senior officers grasp of the business
Whos the customer?
How is it going to be used?
Levels of arrogance and hubris
James Burkes Comment
The ultimate measure of an
organizations success is the extent to
which it serves all of its constituencies
better than its competition.

PBS Video, 1995