By Monica E. Oss, Chief Executive Officer Like all executives, I'm always looking for benchmarks of 'how we are doing' compared to other organizations. The most common organizational performance measure have been financial—margin, cash flow, and earnings before interest, taxes, depreciation, and amortization. But since the advent of the four-quadrant 'balanced scorecard' approach in 1992, executives have been pushed to look at more than financial measure. Over the past decade, our team has taken that balanced scorecard concept and evolved it to five key domains for performance measurement and management among health and human service organizations. The domains include: Performance on payer contracts The speed and cost…
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