TABLE OF CONTENTS The companies that survive longest are the one's that work out what they uniquely can give to the world not just growth or money but their excellence, their respect for others, or their ability to make people happy. Some call those things a soul.
Charles Handy
Believe in yourself! Have faith in your abilities! Without a humble but reasonable confidence in your own powers you cannot be successful or happy.
Norman Vincent Peale
In this chapter, I focus on the formulation of the Personal and Organizational Balanced Scorecards. This strategy-forming process differs from the traditional yearly planning ritual, in which top management develops an organizational strategy and then forces employees to accept it. In the TPS concept, in contrast to current practice, this process starts with the Personal Balanced Scorecard. The formulation of the Personal and Organizational Balanced Scorecards begins at the highest organizational level, after which the Organizational Balanced Scorecard is translated into the scorecards of the business units and teams. Finally, the team scorecard is linked to the individual performance plans of the employees themselves. Therefore, this learning process begins with top management and is then passed down through the organization layer by layer. I will explain how this is done later by means of a case study.
It is advisable to start the strategy-forming process with a two day informal workshop preferably far away from the organization in a luxurious hotel in a natural setting. Invite the board of directors and all the top managers to be present...
