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Measures of the Strategic Scorecard: Future Orientation Perspective

June 22, 2008

The future orientation perspective shows the performance of IT from the viewpoint of the IT organization itself: process owners, practitioners and support professionals. The future orientation perspective provides answers to stakeholder questions regarding IT’s readiness for future challenges. The issues focused on, as depicted in Figure, are human resources management, employee satisfaction and knowledge management. The metrics that will appear in the future orientation quadrant of the IT strategic balanced scorecard are in many cases the aggregated results of measures used in the unit scorecards (e.g., career center).




Human resource management

  • Results against targets:

    • Staff complement by skill type

    • Staff turnover

    • Staff ‘billable’ ratio

    • Professional development days per staff member

  • Not applicable

  • Market comparison

  • Industry standard

  • Industry standard

Employee satisfaction

  • Employee satisfaction survey scores in:

    • Compensation

    • Work climate

    • Feedback

    • Personal growth

    • Vision and purpose

  • North American technology dependent companies

Knowledge management

  • Delivery of internal process improvements to ‘Cybrary’

  • Implementation of ‘lessons learned’ sharing process

  • Not applicable

  • Not applicable

Human resource management is an objective that is tracked by comparing measures as described in Figure against predefined targets: the staff complement by skill type (number of people with a certain profile, e.g., systems analyst), staff turnover, staff ‘bill able’ ratio (i.e., hours billed/total hours salary paid; if this ratio can be increased, the IT organization can charge lower rates to the business for the IT assigned people), and professional development days per staff member.

Employee satisfaction is measured by using surveys with questions relating to compensation, work climate, feedback, personal growth, and vision and purpose. Benchmark data of North American technology dependent companies are provided by a third party.

In the knowledge management area, the delivery of internal process improvements to the ‘Cybrary’ is very important. The ‘Cybrary’ refers to the intra net that all employees can assess for seeking and sharing knowledge. To measure improvements, metrics (e.g., number of hits per day on the Cybrary) still need to be developed. Closely linked to this, knowledge management is also measured by the implementation of the ‘lessons learned’ sharing process. Here too, specific metrics still need to be developed.

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