Madison's Caffeine and Crullers bakery chain has been in trouble since the new competitor, Scone Prone, opened. General manager Jane Sutton has been trying to meet the competition and to increase C&C's productivity, so when director of operations Carrie Fishman came to her office and suggested they implement a performance management "scorecard," she thought it sounded like a good idea. If store managers could learn to measure not only financial performance, but customer service, internal business processes, and C&C's capacity for learning and growth, this could propel them forward. Jane started talking about this informally with her team. She thought everyone would welcome this new system. However, CFO Carlos Hernandez is very upset. He says it cost the company $50,000 to implement a new telecom system and C&C can't possibly take on another expensive project until it is paid off. Sales manager Jason Wong thinks it will take more focus away from making sales, which he emphasizes is the only way to improve the bottom line. Jane thinks improved accountability would boost performance and wonders why her team doesn't get it.
If you were Jane, how would you proceed to get your team on board for implementing a new performance scorecard?