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and strategic themes for the department, each of which would serve as pillars for the scorecard work to follow. The mission statement reads:
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Through teamwork, provide leadership, guidance, and support for information and communication technologies within the Authority. Our goal is to add value and provide business solutions that satisfy our customers.
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The IS vision builds on the mission and focuses on what is necessary for IS to ensure success in the challenging environment they face:
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Success: driven by customers, fueled by innovation, achieved through partnerships.
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It would certainly be difficult to argue with the choices inherent in the vision statement, as success truly is driven by customers; understanding their needs and providing them with the tools they require to drive the organization s strategy. Similarly, innovative new technologies and solutions are more necessary than ever. And finally, it is only through building bridges with users by forming partnerships and alliances that establish true alignment in this or any organization. With the mission and vision statements in place the group turned their attention to the development of strategic themes , which they defined as broad directional priorities used to steer the overall IS ship. Four such themes were created: 1. Have a Business/Customer focus 2. Keep pace with technology 3. Work smarter 4. Always on With the necessary scorecard building blocks in place, two teams were created for the work to follow: a leadership team comprised of IS managers would provide overall guidance and approve all scorecard materials, and a core team consisting of six representatives from the various IS disciplines was responsible for creating the department s strategy map and Balanced Scorecard of measures. Job number one was Balanced Scorecard training for both newly minted teams, and with the assistance of outside consultants the groups were provided with a curriculum of strategy and scorecardrelated concepts including BSC background and fundamentals, developing strategy maps and measures, and managing with the BSC system.
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The Balanced Scorecard is primarily an agent of change within an organization; a change in the way it measures, in the way it manages, and if utilized effectively, a change in results. As we all know, change can prove to be painfully difficult, so it should come as no surprise that despite the careful foundation poured for the BSC by IS leadership, both core team members and employees were initially hesitant to jump on board. As Scorecard Coordinator Annette Hess explains,
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Employees were very resistant and reluctant. The BSC was initially perceived as just another flavor of the month that would disappear off the radar in due time. When people realized it was not going away any time soon they began to resist it. Reactions were mixed but mostly staff felt they did not have time for it, they were too busy as it was and this was just another chore piled on top.30
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For some, only proof in the form of results would help sway their sentiments. But for many, simply learning more about the scorecard itself and why IS was launching the initiative proved to be an effective antidote to reluctance and resistance. The IS team communicated to staff in a number of ways: updates and discussions occurred in general department meetings, PowerPoint presentations were delivered, and posters were placed throughout the department highlighting specific aspects of the IS Balanced Scorecard. The IS Strategy Map and Measures Exhibit 5.5 shows the IS department s strategy map of key objectives. The first thing that stands out about their map is that they don t use the four standard Balanced Scorecard perspectives previously discussed. In place of a Financial perspective they ve chosen to use the label Mission and include within it their overall objectives of increasing OCTA value, increasing customer satisfaction, and getting more bang for their buck. Although the standard scorecard monikers have proven effective for many organizations around the globe, they may not match the language many organizations use on a day-to-day basis. To enhance understanding and acceptance of the scorecard, be sure and use perspective titles that fit your IT organization s culture and represent the language spoken by your teams. The IS department also decided to use their four strategic themes as headings with objectives appearing in each of the perspectives telling a
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