(Third part of three part series. See post one and post two.) Managerial accounting and its sub-field of activity-based costing both look inward at the firm to explain costs and profits. The methodology of Balanced Scorecard (BSC) looks both inward—at…
The innovation that Robert S. Kaplan and David P. Norton achieved in the Balanced Scorecard (BSC) methodology was the creative synthesis of three well-established traditions in business thought: managerial accounting, activity-based costing, and strategy. In my first post of this…
Without diminishing the originality of the Balanced Scorecard (BSC) methodology, it gains validity in my mind as an innovative synthesis of well-established traditions in business thought: managerial accounting (in particular, activity based costing) and Michael Porter’s writings on strategy. In…
Speakers at SDForum’s Green and Clean Evening Series described the drivers of corporate sustainability: Cost Reduction Regulatory Compliance Retailer Pressures on Supply Chain Recruiting For more details, see the article I wrote for the SDForum newsletter.
Writing an effective business case for IT investments is easier in an organization with a strong culture of measurement, and even more so in an organization that has embraced the balanced scorecard (BSC) methodology as introduced by Robert Kaplan and…
In general, I found this book disappointing. Dan Remenyi does a good job of explaining the importance of business cases and the elements that should get included within a business case, but he falls short on the harder task of…
In their book Making Technology Investments Profitable: ROI Road Map to Better Business Cases, Jack M. Keen and Bonnie Digrius make the case for business cases, walk through the process of creating a business case, provide insights for finding and…
Why should IT care about business cases? Aren’t business cases more of interest to finance? In reality, business cases are critical to the success of IT. And here are five reasons why. Make Projects Succeed The business case is critical not just for…
Following my last post on the flaws of IRR—resulting from the unrealistic assumption that cash inflows get reinvested in projects with identical IRRs, I decided to investigate a formula with which I had not been very familiar, the modified internal…
As I had initially conceived (or misconceived) this series of posts on project selection measurements, this post on Internal Rate of Return (IRR) was to represent a climax, during which I’d describe the cleverness of IRR as a selection criteria.…
Jim Downey 
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