According
to
Ittner
and
Larcker,
why
are
firms
"coming
up
short"
on
nonfinancial
performance
measurement?
What
is
the
issue
with
not
linking
measures
to
strategy
(i.e,,
mistake
one)?
What
is
the
issue
with
not
validating
the
links
(i.e,
mistake
two)?
People
are
not
using
BSC
correctly:
Mistake
One:
Not
Linking
Measures
to
Strategy
Mistake
Two:
Not
Validating
the
Links
Mistake
Three:
Not
Setting
the
Right
Performance
Targets
Mistake
Four:
Measuring
Incorrectly
-
People
use
the
BSC
like
a
checklist
without
real
thought.
-
Companies
do
not
spend
enough
time
thinking
(making
an
effort-driven
educated
guess)
and
creating
a
causal
model
chain
-
If
you
cannot
test
it,
then
it
isn't
real
-
You
require
rigor
in
finding
and
mapping
a
real
strategy
and
appropriate
proxies.
-
Believing
that
linkages
are
"obvious"
-
Companies
rely
on
preconceived
beliefs
-
The
idea
is
that
we
need
to
correct
the
issue
with
triangulation
-
YYE
11IE€U
L0
SPENU
UIMIE
1NUINY
NUWUPLE
MEdsUIes
-
We
need
to
adopt
the scientific
method
of
trying
to
disprove
it.
-
The
importance
is
identifying
independent
and
dependent
variable,
data
gathering,
and
proving
it.
