A leader's most challenging job often is to communicate the corporate strategy in a way that is meaningful to the frontline, consumer-facing employees who are responsible for implementing the strategy. Frequently, too few people were involved in creating the strategy and it does not get shared in a comprehensive way with those outside the inner management circle.
The Balanced Scorecard was created in 1996 to help identify quantitative as well as qualitative performance measures as they align to strategy. Robert Kaplan and David Norton's Balanced Scorecard, introduced in their book, "The Strategy-Focused Organization," measures not only financial and numbers goals, but also employee satisfaction, mission and customer/member loyalty. The five principles include:
1. Translate the strategy into operational terms (financial, customer value proposition, internal business processes, and learning and growth);
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