Choose the Right Measures, Drive the Right Strategy

Dennis  Campbell

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Article | Balanced Scorecard Report | May – June 2006

Choose the Right Measures, Drive the Right Strategy

by Dennis Campbell

Abstract

Metrics overload is a common problem that can have serious consequences: Specifically, it can make it difficult for employees to see what actions they should take to execute strategic objectives. Having too many metrics dilutes the focus and invariably means many are irrelevant. Here, accounting and performance measurement expert Dennis Campbell traces a major Canadian bank's experience in overhauling its customer satisfaction metrics to make them meaningful--and actionable--to frontline employees.

Keywords: Measurement and Metrics; Strategy; Employees; Customer Satisfaction;

Format: Print

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Citation:

Campbell, Dennis. "Choose the Right Measures, Drive the Right Strategy." Balanced Scorecard Report (May–June 2006).

About the Author

Dennis Campbell

Dwight P. Robinson, Jr. Professor of Business Administration
Unit Head, Accounting and Management

Accounting and Management

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Technical Note | HBS Case Collection | October 2019 (Revised March 2020)

Banking in the Nordic Context: 2019

Dennis Campbell, Kerry Herman and Annelena Lobb

Citation:
Campbell, Dennis, Kerry Herman, and Annelena Lobb. "Banking in the Nordic Context: 2019." Harvard Business School Technical Note 120-052, October 2019. (Revised March 2020.) View Details

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Teaching Plan | HBS Case Collection | September 2018 (Revised December 2019)

Eastern Bank: Innovating Through Eastern Labs

Karen Mills, Dennis Campbell and Aaron Mukerjee

Teaching Note for HBS No. 318-068.

Citation:
Mills, Karen, Dennis Campbell, and Aaron Mukerjee. "Eastern Bank: Innovating Through Eastern Labs." Harvard Business School Teaching Plan 319-037, September 2018. (Revised December 2019.) View Details

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Technical Note | HBS Case Collection | June 2019 (Revised November 2019)

Sustaining Corporate Culture in a Growing Organization

Dennis Campbell and Tatiana Sandino

An organization’s culture can be a significant source of sustainable competitive advantage. For the organization, it can attract job candidates who fit and align employees working in different teams around common goals. For employees, a strong culture can generate pride, satisfaction, and purpose. However, a strong organizational culture can easily decay with a company’s growth as new employees join the firm and business units develop cultures of their own. This technical note proposes that the growth a company can sustain while preserving its culture is governed by its ability to attract employees who fit with its purpose and values and to preserve and foster this alignment over time. To achieve this, an effective leader must formally articulate the purpose and values of the company and rely on four management systems that can be collectively thought of as a “North STAR” orienting managers’ and employees’ attention in the intended direction. This note details these organizational capabilities and management systems and describes the steps that successful companies take in order to preserve a strong culture through periods of growth.

Keywords: Organizational Culture; Growth and Development; Mission and Purpose; Values and Beliefs; Management Systems;

Citation:
Campbell, Dennis, and Tatiana Sandino. "Sustaining Corporate Culture in a Growing Organization." Harvard Business School Technical Note 119-109, June 2019. (Revised November 2019.) View Details

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Choose the Right Measures, Drive the Right Strategy

Abstract

Citation:

About the Author

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