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CHAPTER 5 • STRATEGIES IN ACTION 135

bottom-line performance are especially severe if competitors relentlessly pursue increased
market share at the expense of short-term profitability. And there are other trade-offs
between financial and strategic objectives, related to riskiness of actions, concern for busi-
ness ethics, need to preserve the natural environment, and social responsibility issues. Both
financial and strategic objectives should include both annual and long-term performance
targets. Ultimately, the best way to sustain competitive advantage over the long run is
to relentlessly pursue strategic objectives that strengthen a firm’s business position
over rivals. Financial objectives can best be met by focusing first and foremost on achieve-
ment of strategic objectives that improve a firm’s competitiveness and market strength.
Not Managing by Objectives
An unidentified educator once said, “If you think education is expensive, try ignorance.”
The idea behind this saying also applies to establishing objectives. Strategists should avoid
the following alternative ways to “not managing by objectives.”
• Managing by Extrapolation—adheres to the principle “If it ain’t broke, don’t fix it.”
The idea is to keep on doing about the same things in the same ways because things
are going well.
• Managing by Crisis—based on the belief that the true measure of a really good
strategist is the ability to solve problems. Because there are plenty of crises and prob-
lems to go around for every person and every organization, strategists ought to bring
their time and creative energy to bear on solving the most pressing problems of the
day. Managing by crisis is actually a form of reacting rather than acting and of letting
events dictate the what and when of management decisions.
• Managing by Subjectives—built on the idea that there is no general plan for which
way to go and what to do; just do the best you can to accomplish what you think
should be done. In short, “Do your own thing, the best way you know how”
(sometimes referred to as the mystery approach to decision making because
subordinates are left to figure out what is happening and why).
• Managing by Hope—based on the fact that the future is laden with great uncer-
tainty and that if we try and do not succeed, then we hope our second (or third)
attempt will succeed. Decisions are predicated on the hope that they will work and
the good times are just around the corner, especially if luck and good fortune are on
our side! 2

The Balanced Scorecard

Developed in 1993 by Harvard Business School professors Robert Kaplan and David
Norton, and refined continually through today, the Balanced Scorecard is a strategy eval-
3
uation and control technique. Balanced Scorecard derives its name from the perceived
need of firms to “balance” financial measures that are oftentimes used exclusively in
strategy evaluation and control with nonfinancial measures such as product quality and
customer service. An effective Balanced Scorecard contains a carefully chosen combina-
tion of strategic and financial objectives tailored to the company’s business. As a tool to
manage and evaluate strategy, the Balanced Scorecard is currently in use at Sears, United
Parcel Service, 3M Corporation, Heinz, and hundreds of other firms. For example, 3M
Corporation has a financial objective to achieve annual growth in earnings per share of 10
percent or better, as well as a strategic objective to have at least 30 percent of sales come
from products introduced in the past four years. The overall aim of the Balanced
Scorecard is to “balance” shareholder objectives with customer and operational objec-
tives. Obviously, these sets of objectives interrelate and many even conflict. For example,
customers want low price and high service, which may conflict with shareholders’
desire for a high return on their investment. The Balanced Scorecard concept is consistent
with the notions of continuous improvement in management (CIM) and total quality
management (TQM).
Although the Balanced Scorecard concept is covered in more detail in Chapter 9 as
it relates to evaluating strategies, note here that firms should establish objectives and