Basin Electric employees are always pushing to better serve the cooperative membership. CEO and General Manager Andrew M. Serri can attest to that fact.
When it comes to leading the cooperative toward a bright and successful future, Serri envisions serving others through state-of-the-art management practices. That’s where Balanced Scorecard comes in.
“Balanced Scorecard is a management tool that facilitates the thinking of an organization holistically,” Serri explains. “It helps departments – and as a consequence of that, individuals – see how they’re contributing to Basin overall.”
Cooperative Planning will lead the new process, which, for multiple organizations, has proven to be an extremely effective means of communication and leadership. Balanced Scorecard will strongly focus on measuring the numerous functions supported by different departments, and it’s Basin Electric’s goal to ultimately use the process to analyze four main areas within the organization: members, financial, internal process and knowledge/people.
The “members” focus is used to ensure that Basin Electric’s practices are always measured against membership benefit and needs. The “financial” focus is used to ensure Basin Electric employees act as good stewards of the resources entrusted to them, so as to make sure the cooperative is financially sound. “Internal processes” reflect what things need to be done well, internally, to achieve these goals, while “knowledge/people” is used to focus on what capabilities and skills people need to drive internal processes.
Read more about Balanced Scorecard in the September-October 2013 issue of Basin Today: Keeping in check: Balanced Scorecard process under way at Basin Electric.