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Balanced Scorecard

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by

Chris Privette

on 12 May 2014

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Transcript of Balanced Scorecard

Sustainability Balanced Scorecard
Robert Kaplan and David Norton, 1992
Utilized by wide spectrum of businesses
The BSC
Quick implementation
Continual process
Introduction to the BSC
Evolution of Balanced Scorecard
BSC in High- and Low-Tech Companies
Balanced Scorecard
Financial
Factors

Non-Financial Factors
Global usage
Fortune 1000 firms
Two Success Stories
Two Studies
Applications
Quality of BSC: Individual vs. Group
Early Performance Measure
Later BSC used to:
Create strategic map
Implement corporate synergies

Study of Small/Medium sized business
Awareness of environmental and social aspects
Effect of initiatives - economically

Advantages:
Carry out initiatives in economical crisis
Role model for other companies
Incorporating Sustainability
Integrating into 4 existing perspectives

Specific scorecard can be formulated

Add fifth perspective
Performance measurement of SCM
Balanced SCM scorecard- day-to-day operations

Financial and operational measures

Compromising other areas - decide on strategy
Case study
3 mid-size or small companies in India

Lack of cause-and-effect relationships

Failure to include long-term goals

Lack of communication
A Balanced Approach

1. Financial and non-financial indicators of success

2. Internal and external constituents of the organization

3. Lag and lead indicators of performance
Do high- and low-tech firms use BSC?
Methodology
Core competencies
SP, IPP, SCM, OM, QC, R&D
High-tech vs. low-tech firms
Implications
How do groups use individual BSCs to develop a group BSC?
Methodology
Individual
Group
Implications
Personal Connection
Full transcript