See Savitz(2006). The Triple Bottom Line: How Today's Best Run Companies are Achieving Economic, Social and Environmental Success. Jossey-Bass.
-----Original Message-----
From: Management Education and Development Discussion [mailto:
MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of
nickols@att.net
Sent: Friday, April 17, 2009 9:04 AM
To:
MG-ED-DV@AOMLISTS.PACE.EDU
Subject: Re: The crisis - balanced scorecard contribution
People, Planet, Profit.
--
Regards,
Fred Nickols
Managing Partner
Distance Consulting, LLC
nickols@att.net
www.nickols.us
"Assistance at A Distance"
-------------- Original message ----------------------
From: Carolyn Fausnaugh <
cfausnau@FIT.EDU>
>
> Kim and all
>
Has anyone run across the idea of "triple bottom line" ? At the beginning of
2000, I was teaching in Australia and ran across this idea. I have it somewhere
> in my files, but have not done any more with it, or even heard of it again.
>
> Carolyn
>
> Carolyn J. Fausnaugh PhD, CPA
> Asst Professor of Strategy & New Ventures
> Florida Institute of Technology
> Melbourne, Florida 32901
> Phone: 321-674-7375; Fax: 321-674-8896
> E-mail:
cfausnau@fit.edu
>
> ________________________________
>
> From: Management Education and Development Discussion on behalf of Kim Warren
> Sent: Fri 4/17/2009 7:51 AM
> To:
MG-ED-DV@AOMLISTS.PACE.EDU
> Subject: Re: The crisis - balanced scorecard contribution
>
>
>
I have used BSC within strategy teaching for some years, and come across BSCs in
many companies. My impression is that, whilst it is a valuable extension to
standard financial reporting systems, it has some limitations as a tool for
> managing strategy - limitations that the down-turn has exposed quite sharply. As
> usually implemented ...
>
> - there is no coverage of competitive conditions or competitor
> behaviour - nor can I find any suggestion in the BSC or Strategy Maps books that
> they should do so.
>
> - there is no coverage of trends or changes in overall supply/demand
> conditions - and again, no suggestion they should do so.
>
> - there is no attention to prospective performance - i.e. how we are
> likely to perform on key indicators in coming periods [as distinct from our
> performance targets].
>
>
>
> More seriously, although the causal logic generally seems to make sense to
> executives [Learning/Growth >> Internal Processes >> Customer Consequences >>
> Financial Outcomes] there is no rigorous, formal, verifiable structure to that
> logic - i.e. no solid 'theory' - to ensure the strategy map is robust.
> Consequently, BSCs seem to reflect what teams think, or would like, some of the
> causal relationships to be - which may be entirely different from what another
> team might come up with. [I address this issue and suggest the basics of a more
> rigorous approach in chapter 4 of my book .. see
www.strategydynamics.com/c4
> <http://www.strategydynamics.com/c4> ]
>
>
>
> As a result, I can't as yet see how a company's BSC could have led them to
> anticipate the current crisis, to plan for it, or to work out what to do to
> survive and escape from it. I imagine many of us would be grateful to hear of
> cases where BSC has been helpful in coping with current difficulties, and how
> that has happened.
>
>
>
> Kim
>
>
>
> Kim Warren
>
> ... strategy blog latest + RSS <http://www.kimwarren.com/feed/>
>
> How companies are coping
> <http://www.kimwarren.com/2009/03/how-firms-are-coping/>
>
> Growth or survival
> <http://www.kimwarren.com/2009/03/aims-growth-survival/>
>
> Chuck the consultants?
> <http://www.kimwarren.com/2009/03/chuck-the-consultants/>
>
> ... strategy dynamics training from SDS <http://www.sds-uk.com/>
>
> ... the strategy dynamics online course
> <http://www.strategydynamics.com/products/mastering.asp> and learning materials
> <http://www.strategydynamics.com/smdresources>
>
> ... order Strategic Management Dynamics <http://www.wiley.com/go/smd> , + Wiley
> instructor registration
>
>
>
>
>
> From: Management Education and Development Discussion
> [mailto:
MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of Ben Teehankee
> Sent: 14 April 2009 13:55
> To:
MG-ED-DV@AOMLISTS.PACE.EDU
> Subject: Re: The crisis - ethics or competence?
>
>
>
> Yes, I find the BSC a promising approach, especially if the system links between
> the components are really worked out. I find that many companies who claim to
> do BSC are still doing MBO with no system links underpinning it.
>
>
>
> Regards,
>
>
>
> Ben
>
>
> -------------------------------
> Benito L. Teehankee, DBA
> Sen. Benigno S. Aquino Jr. associate professor in business and governance
> Ramon V. del Rosario Sr. Graduate School of Business
> De La Salle University
> Manila, Philippines
> Office: +632-5234295
>
>
>
>
>
> ________________________________
>
> From: Jack Ring <
jring@AMUG.ORG>
> To:
MG-ED-DV@AOMLISTS.PACE.EDU
> Sent: Tuesday, April 14, 2009 10:34:23 AM
> Subject: Re: The crisis - ethics or competence?
>
> ?
>
>
>
> ----- Original Message -----
>
> From: Ben Teehankee <mailto:
teehankeeb@YAHOO.COM>
>
> To:
MG-ED-DV@AOMLISTS.PACE.EDU
>
> Sent: Saturday, April 11, 2009 3:18 AM
>
> Subject: Re: The crisis - ethics or competence?
>
>
>
> I think Michael makes a crucially important point about the need to
> expand objective functions in several important dimensions. However, students
> with a practical bent will automatically ask how this is to be done. I surveyed
> our MBA curriculum and the tools and problem-solving methods taught are strongly
> biased for a single objective -- whether it be in management science or
> management accounting. What methods can be taught to students which support a
> multi-stakeholder, mutli-objective perspective? Has anybody in the list used
> analytic hierarchy process (AHP) for this, for example? What about system
> dynamics as Kim suggests?
>
> Have you looked at Balanced Scorecard? I do not hold this up as an exemplar but
> it does deal with N attributes. Of course, Drucker told us years ago that the
> minimum set is Market Standing, Productivity, Innovation and Liquidity.
>
>
>
> The AHP is mathematically flawed (unless you can assure that all options are
> transitive).
>
> Better you should consider Bayesian Belief Networks.
>
>
>
> Cheers,
>
> Jack Ring
>
>
>
>