Managers confuse BSC means with the ends Essay

Intel can increase the success of the residuumd scorecard implement by designing and implementing if comelyly. Cooperation of all managers is crucial to the success of equipoise scorecard. Leadership within the validation should realize that equilibrise scorecard is not a project beatment rather that it is a program of change. The leaders and managers will be expended to mobilize the people within the organization while launching the balance scorecard. Resistance is inevitable and the managers of Intel should ensure that the managers see the benefits they could reap out of the management system.For instance, managers in charge of more than champion program/project will benefit from clarity when gauging performance. This is because he will be able to marry the desired outcomes with the organization strategies as a performance measure as opposed to the conventional on time and on budget measure previously employ. The balance scorecard will help managers to defend their proje ct performance based on facts rather than on speculation. More to that, organization scheme will be every persons job specifications thus more attention to employees effort will be raised.In the end, Intel will maximize its performance outcome significantly one thing to note is that the balance scorecard will be unique to the needs of Intel, meaning, the metrics used to measure the performance of Intel will also be decided by management. Recommendations The balanced scorecard carrying into action at Intel should occur first on a simulation or experimentation basis forrader been replicated to the whole organization. This is because the process itself requires adequate funding and the results of the implementation process may vary and sometimes cheat on to make valuable impact.Think of it as a piloting program. The situation is similar in new(prenominal) changes or projects undertaken within an organization, piloting is crucial companies, which have implemented balance scorecard s voice certain challenges that Intel should be aware of for instance. Managers confuse BSC means with the ends. Other words, they confuse the investment of customers employees or suppliers with the goal while this is average a mean to improving performance of the organization. In instances where the concept of balance sco0recard has been misunderstood, it has been used to justify wretched performance in financial terms.In other cases, managers confuse an excellent design scorecard and lapse metrics with the absolute winning strategy. Often this has taken precedence over other equally of import activities. Therefore, Intel should be to weary of repeating mistakes done by other companies and carefully deliberate and rethink the strategy of implementing the balance scorecard. 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