In Part 1, I will describe a 9-step process that assures the identification of a manageable and actionable set of BSC metrics that link directly to an organization’s strategic objectives. But organizational success - just like a coin or a magnet - has two sides: planning and doing. Successful organizations excel at both. They do the right things and they do them right. My focus in this e-paper will be on the planning side of that fateful coin. I refer you to my other writings on process management (see also my publications) for more on its control, improvement, and reengineering facets.

Part 2 addresses the difficult task of translating strategically chosen stakeholder segment requirements into a prioritized list of internal process improvements. It is the improvement of these targeted processes and sub-processes that will make-or-brake the realization of strategic success. What makes identification of these vital few processes difficult are their many interdependencies and var