Other managers, sensing a gap, end up trying to drive a change initiative. However, these other managers don't have the horsepower, political stroke, perspective or tools to actually bring about a major change. Such is the case in organizations where upper management decides the company needs to be reengineered, then abdicates the actual reengineering to middle managers. Both initiatives need direction. Clear goals for the change initiative are also needed.
Agendas provide such direction.
The agenda for running the business is probably obvious. It might be an annual profit plan, budget or business goals. Although there is no standard agenda for a change effort, most people are comfortable with an action plan that specifies the targets and steps in the change process. To develop scorecards, you'll need concrete measures for both initiatives. Measures on the scorecard for running the business would reflect results.