Most of the business experts follow the concept that business performance is shaped largely by external conditions like Economics, Markets, Technologies, Legal & Statutory changes, Customer Expectations, Competition Activities, Market Risks, etc. In fact most of the business strategists focus a lot on these areas with a perception that these are expertise driven activities while leadership can be left to managing the internal dynamics more focussed to get the best out of the employees. However, if one take a look at the Balanced Scorecards System proposed by Kaplan & Norton in 1996 (Figure 1), the overall performance of an organization is dependent upon four major performance areas - Financial, Customer, Internal Business Processes, and Learning & Growth which in turn are closely linked with each other. In the modern world, every Business Performance Management initiative is carried out using the Balanced Scorecard approach including the world class software systems like IBM COGNOS. A closer look at the Balanced Score-carding reveals that such an integration among four major performance areas in an organization is possible only by high quality leadership practices that spans across all people, process & technologies of the organization. ...
A closer look at the Balanced Score-carding reveals that such an integration among four major performance areas in an organization is possible only by high quality leadership practices that spans across all people, process & technologies of the organization. IT is expected to play a major role in delivering the responsibilities of the leaders pertaining to Organizational Performance Management.
[Figure 1: Translating Strategy into Action - The Balanced Scorecard (by Kaplan and Norton, 1996]
This paper critically examines the roles & responsibilities of leadership team in managing organizational performance. The analysis is based on review of thought process in a number o documents and the application of the Balanced Scorecard approach in Leadership.
[Young, Rob, 2008; Gnanapoo, J. Esther, 2008; Kaplan, Robert S and Norton, David P. 1996]
Management of Organization Performance
Although models like Balanced Score-Carding have tried to make the Organizational Performance Management appear simpler, the fact remains that complexities are involved which cannot be ignored by a good leader. Hence, first & foremost the leaders have to honestly accept the complexities involved in Organizational Performance and make sure that the leadership goals are directly aligned to effectively manage the same thus not letting the organization suffer from any ambiguity arising due to incomplete or incorrect understandings. The competencies & efficiencies of leaders are directly linked with those of the organization. Hence, a leader cannot be praised if his/her organization is unsuccessful irrespective of him/her being able to demonstrate compliance to global best practices of leadership attributes. Looking into this