feedback enhanced scorecard compelling

books:

The Employee-Customer-Profit Chain at Sears (HBR OnPoint Enhanced Edition)
Anthony J. Rucci, Steven P. Kirn, ...

Harvard Business Review, 2000

It is no longer news that over the past five years, Sears, Roebuck and Co. has radically changed the way it does business and dramatically improved its financial results. But the now-famous Sears turnaround was more than a strategic and financial break with the past. It was a radical change in the logic and culture of the company, based on a new business model--not so much "the softer side of Sears" as the softer side of measurement. Led by CEO ...

The Balanced Scorecard at Sears: A Compelling Place for Feedback and Learning
Steven P. Kirn

Harvard Business Review, 2000

Steve Kirn, vice president of innovation and organizational development at Sears, describes how the willingness to acknowledge that management methods were flawed helped turn around the general merchandise retailer. Among the keys to the dramatic improvement: new strategies built upon the interrelationships of key dimensions of the business and the creation of a culture focused on feedback and learning.