TRIMMING THE SAILS FOR PERFORMANCE AT PBC
When John Clifton joined the Port of Brisbane Corporation in 2004, they were looking for a solution that would enable employees at all levels to monitor – and improve – business performance. “We wanted to create a performance improvement culture throughout the organisation so implementing a Balanced Scorecard solution was my top priority.”
A key challenge, given that a Balanced Scorecard is a business-driven process, was the definition of key metrics prior to the implementation. These ranged from corporate level metrics sourced from the Statement of Corporate Intent (SCI) – which underpins the five-year Corporate Plan – to divisional level metrics measuring day-to-day activities.