My last two posts dealt with strategy maps and balanced scorecards, both terms that hail from Robert Kaplan and David Norton. Balanced scorecards have spawned a whole industry devoted to automated solutions for displaying real-time key metrics to executives who are supposed to use them much as they would use the dashboard indicators on their cars. Not surprisingly, those automated solutions come with hefty pricetags and require data that are reliable and can be programmed to feed results into the ever-hungry maw of the dashboard.
Idealware has a post today about how three non-profits have developed dashboards to help keep them focused on the performance of the metrics that are most important, ultimately, to organizational success and fulfillment of the mission. Worth a read.