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first_imgRelated posts:No related photos. Previous Article Next Article Comments are closed. Andanother one bites the dust. According to a recent Cranfield School ofManagement flyer, research commissioned by KPMG suggested that 70 per cent of”balanced scorecard initiatives” fail. They have called it”Drowning in data ñ the new measurement crisis”. Thisis probably why they have teamed up with consultancy Accenture to produce”a new framework” called the “performance prism”. I don’tknow what a performance prism looks like but I am willing to bet that itschances of success are no greater than the balanced scorecard.Ihave a very high level of confidence in this matter because history is on myside. Proprietary and generic “solutions” developed outsideorganisations all tend to follow a well-worn, tried-and-tested cycle offailure. They start with hype, followed by a big-bang launch and end indisillusionment and recrimination. Thiscycle is so well recognised that I guess your response to my opening paragraphwas a world-weary shrug of the shoulders and some mutterings to the effect that”so tell me something I don’t already know”.Yes,you know these initiatives never gain the requisite commitment and ownershipfrom your people. You also know that change will happen only if all directorsare 100 per cent behind it. Worse still, you know that lack of commitment leadsto them trying to “buy in” change because they are not inclined tochange themselves and they certainly are not prepared to devote the enormousamount of time and patience necessary to bring about lasting change.Butthere is always an opportunity to pull victory from the jaws of defeat. If,like me, you always adopt a healthily sceptical view towards all “newapproaches”, there is a very simple technique that you can try today whichuses your natural scepticism to best advantage.Askthose who are driving the initiative to brainstorm all of the possible ways inwhich this initiative could fail, not succeed. Jargon is normally used, solet’s call this “negative thinking mode”. Thelist might include obvious things such as “employees may not understandwhat a performance prism is” to the less obvious such as “you mightfall under a bus tomorrow”, but should definitely include the most likelycause of failure which is “everyone will pay lip service to it”.  Tryit out. You will find the list is endless and, particularly from an HR angle,you will have highlighted what very few organisations learn from changeinitiatives and that is that 99.9 per cent of the likely causes of failure willbe people issues and no-one outside your organisation will resolve those foryou. ByPaul KearnsSenior partner, Personnel Works List the ways you can step out of the prismOn 30 Jan 2001 in Personnel Todaylast_img read more