Periodic Table of Frameworks · Time · Room
Bs
4 parts
Balanced Scorecard
Robert Kaplan / David Norton
You want to know if the company is actually working. The problem is the dashboard is only money, and money is a lag. Four perspectives. Skip the last three and you will hit the number while the engine dies. Keep all four and a good quarter has somewhere to stand.
Financial
How we look to shareholders.
Customer
How we look to them.
Internal process
What we must excel at.
Learning and growth
How we keep getting better.
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In one line
A room keeps score on four: money, customer, insides, and learning. One number is a lie about a company.
Use this on a company. It answers: Where does the time go?
How this talks to the others
Leads into
TuckmanYou cannot score a room that is still storming as if it were performing. Name the stage, then keep score.
Pushes against
Rapid Planning MethodRPM wants one Result. The scorecard wants four perspectives. They disagree about whether one number is enough.
Leads into
Eisenhower matrixThe scorecard is what makes important-not-urgent visible as a number. Without it, the matrix is a feeling.
Seminars