Impact analysis tools
We use a range of impact analysis tools including TSEA (Temporal Stakeholder and Event Analysis) – a powerful tool that engages stakeholders and incorporate temporal analysis of impacts (read a copy of peer reviewed paper covering applications of TSEA).
TSEA helps people to explore how evolving system changes will impact over time. The ‘temporal’ element of the analysis covers short, medium and long term impacts. TSEA builds on heedful interaction and past experience of stakeholders to help organisations evaluate new systems. The result is a roadmap of likely evolving changes (e.g. of new technology, changes in business restructuring, a new event like Brexit, or a societal change) (Adams 2009) Applications of these have been used in a variety of context, for instance, exploring the impact of options for designing infrastructure for very large datasets for cosmological (LoFAR system), or impacts of Driverless Vehicles on business and the wider society (Adams et al 2013).
We have a range of over 80 evaluation and analysis toolsets that can be applied (read a copy of peer reviewed paper covering application of analysis toolsets)
E+ Balanced Scorecard ©
This is an Innovative joined up approach and analysis to capture the impacts over time of possible interventions, unintended consequences, investments and local engagement activities.
The Balanced Scorecard was officially proposed in a paper by Robert Kaplan and David Norton (1992) in the Harvard Business Review, as an alternative analysis technique to move beyond ‘financial only’ analysis that dominated the business world. The Balanced Scorecard include four dimensions: Financial, Customer, Internal Process, and Learning and Growth.
As the Balanced Scorecard institute identifies:-
- “The name “balanced scorecard” comes from the idea of looking at strategic measures in addition to traditional financial measures to get a more “balanced” view of performance. The concept of balanced scorecard has evolved beyond the simple use of perspectives and it is now a holistic system for managing strategy. A key benefit of using a disciplined framework is that it gives organizations a way to “connect the dots” between the various components of strategic planning and management, meaning that there will be a visible connection between the projects and programs that people are working on, the measurements being used to track success (KPIs), the strategic objectives the organization is trying to accomplish, and the mission, vision, and strategy of the organization.” (see https://balancedscorecard.org/bsc-basics-overview/)
However the Balanced Scorecard has also been used in a variety of different contexts and for purposes requiring a balanced analysis and perspective, for instance on considering strategic options, for considering the adoption of technologies, of business change options or impacts on society or the environment. It is a powerful tool that uses a clear and accessible diagrammatic output, and again many people would be familiar with the type of output produced.
Why ‘extended‘ Balanced Scorecard? The ‘extended’ part of the Balanced Scorecard includes dimensions that capture important items and issues that emerge from engagement with stakeholders (survey, interviews and workshop/focus group activity), effectively to include the ‘things that matter’ to the stakeholder groups.
The extra dimensions also fit in with the thinking and analysis from the New Economic Foundation, which argue for rigorous research that includes ‘the things that matter’, not just the economy and finance (see https://neweconomics.org/).
So the Extended Balanced Scorecard provides joined-up analysis and thinking on things that matter to the wider stakeholders
E+ Balanced Scorecard © is Copyright of Mobi publishing 2020