The Scorecard Solution: Measure What Matters and Drive Sustainable Growth


pmwj33-Apr2015-Tripathi-BOOKBook Title: The Scorecard Solution: Measure What Matters and Drive Sustainable Growth
Author: Dan E. King        
Publisher: AMACOM, American Management Association
List Price:   US$ 29.95; $18.47 in Kindle edition
Format: Hard cover; 277 pages
Publication Date:   2015
ISBN: 978-0-8144-3492-5
Reviewer:     Arvind Tripathi, PMP, MBB
Review Date: March 2015




According to the author, senior leaders mostly receive sanitized information due to the messenger’s fear of getting shot for bringing the bad news. This is a dangerous scenario for a decision maker.

This book tries to address this problem by giving a practical tool for maintaining a clear and constant view of the business to enable better decision making. This tool is called “Organizational Prowess” or O.P. and is built on a scale from 10 to 100 that reflects four level of organizational maturity or competence. From best to worst they are:

  • Agile: 80-100 points; Organization has enviable speed to market, a culture of innovation and exceeds financial targets.
  • Resilient: 60-79 points; Company is able to achieve its financial targets but stretch goals are nearly impossible.
  • Vulnerable: 30-59 points; Organization regularly misses financial targets, suffers talent erosion and has minimal innovation.
  • Lagging: 10-29 points; Company has a passionless culture and does not innovate. Without changes, its survival is in doubt.

Overview of Book’s Structure

This book’s approach has three major components in coming up with the scoring criteria:

  1. Strategic Planning (Chapters 1-4, 9, & 10)
  2. Execution Framework (Chapters 5, 7 thru 11)
  3. Talent (Chapters 6, 8 & 9)

Introduction and Chapter 1 talk to the overall approach and define important terms followed by Chapter 2 that talks to the timing or applicability of the approach. It also introduces a hypothetical company to the discussion and due to this case study, it all sounds very practical and doable.

Chapter 3 lays out the above three components for the primary categories. These components are specific, measurable, and given a numerical rating. This approach avoids personal opinions and vague claims of being better than average. Chapter 4 continues the strategic planning discussion and why it is so important to get this right.


To read entire Book Review (click here)



About the Reviewer


Arvind Tripathi, PMP

Texas, USA



Arvind Tripathi is a Lean Six Sigma Master Black Belt & Continuous Improvement Coach at Flowserve in Dallas, Texas. He is a Project Management Professional (PMP), Lean & Six Sigma Master Black Belt (MBB), and a Certified Manager for Quality & Organizational Excellence (CMQ/OE) from American Society for Quality (ASQ) with 20+ years of professional experience in project and program management.

Arvind has delivered impressive business results in Aerospace, Automotive, Chemicals, Management consulting, Oil & Gas, Technology and Service industries. He has an MBA in Finance from Wichita State University, MS in Engineering Management from the University of Oklahoma and BS in Mechanical Engineering from India. He has been active in PMI, IIE, ASQ and is a past National Baldrige Examiner.

Email: [email protected]


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