Professional Documents
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The Balanced Scorecard
The Balanced Scorecard
Chapter 9
Intangible Assets
An organizations intangible assets include:
Loyal and profitable customer relationships High-quality processes Innovative products and services Employee skills and motivation Databases and information systems
Perspectives
Four different but linked perspectives are derived from the organizations strategy Financial: Customer Internal Learning & Growth
Balanced Measurements
The BSC enables companies to: Track financial results Monitor how they are building the capabilities for future growth and profitability With customers With their internal processes With their employees and systems
Return on Investment
Customer Loyalty On-Time Delivery
Customer Perspective
Internal Perspective
Process Quality
Cycle Time
Connections
Return on investment (ROI) is a widely recognized measure of financial success Repeated and expanded sales from existing customers, the result of a high degree of loyalty among existing customers, could be one driver of this financial measure
Connections
Analysis of customer preferences may reveal that on-time delivery (OTD) of orders is highly valued by customers The company must excel at internal processes to achieve exceptional OTD
Connections
Short cycle times and high-quality production processes are two drivers of on-time delivery The company must have skilled production workers, well-trained in process improvement techniques A measure of employees skill and capabilities in process improvement is used in the Learning & Growth perspective
A BSC tells the story of the business unit's strategy A BSC identifies and makes explicit the hypotheses about the cause and effect relationships between: Outcome measures in the Financial and Customer perspectives Performance drivers of those outcomes in the Internal and Learning & Growth perspectives
Objectives
Concise statements that articulate what the organization hopes to accomplish Action phrases Tell the story of the strategy through the causeand-effect relationships Extensive (3-5 sentence) description of each objective
Objectives
Typical objectives found in each of the four BSC perspectives include:
Increase revenues through expanded sales to existing customers (Financial perspective) Become service oriented (Customer perspective) Achieve excellence in order fulfillment through continuous process improvements (Internal perspective) Align employee incentives and rewards with the strategy (Learning & Growth perspective)
Measures
Provide specificity and reduce the ambiguity that is inherent in word statements Specifying exactly how an objective is measured will give employees a clear focus for their improvement efforts Once the objectives have been translated into measures, managers select targets for each measure
Vision
A concise statement that defines the mid to longterm (3 - 10 year) goals of the organization The vision should be external and marketoriented and should express, often in colorful or visionary terms, how the organization wants to be perceived by the world:
Vision
The City of Charlotte will be a model of excellence that puts its citizens first. Skilled, motivated employees will be known for providing quality and value in all areas of service. We will be a platform for vital economic activity that gives Charlotte a competitive edge in the marketplace. We will partner with citizens and businesses to make Charlotte a community of choice for living, working and leisure activities
Mission Statement
A concise, internally-focused statement of how the organization expects to compete and deliver value to customers It often states the reason for the organizations existence, the basic purpose towards which its activities are directed, and the values that guide employees activities:
Mission Statement
The mission of the City of Charlotte is to ensure the delivery of quality public services that promote the safety, health and quality of life of its citizens. We will identify and respond to community needs and focus on the customer through: Creating and maintaining effective partnerships Attracting and retaining skilled motivated employees Using strategic business planning
What is Strategy?
Strategy is about selecting the set of activities in which an organization will excel to create a sustainable difference in the marketplace Differentiation arises from both the choice of activities and how they are performed (Porter)
Financial Perspective
The ultimate objective for profit-maximizing companies Financial performance measures indicate whether the company's strategy, implementation, and execution are contributing to bottom-line improvement A companys financial performance can be improved in two ways:
Financial Perspective
Companies generate revenue growth by: Selling new products Selling to new customers Selling in new markets Increased productivity occurs by: Lowering direct and indirect expenses Utilizing their financial and physical assets more efficiently
Customer Perspective
Identify the targeted customer segments in which the business unit competes and the measures of the business unit's performance in these targeted segments This perspective typically includes several common measures of the successful outcomes from a well-formulated and implemented strategy:
Customer satisfaction Customer retention Customer acquisition Customer profitability Market share Account share
Customer Perspective
A strategy identifies specific segments targeted for growth and profitability Companies must also identify the objectives and measures for the value proposition it offers customers
Customer Perspective
The value proposition is the unique mix of product, price, service, relationship, and image offered to the targeted customers
Defines the companys strategy Communicate what the company expects to do for its customers better or differently from its competitors
Best buy or lowest total cost Product innovation and leadership Complete customer solutions
Internal Perspective
Means by which the organization will: Produce and deliver the value proposition for customers Achieve the productivity improvements for the financial objectives The Internal perspective identifies the critical processes at which the organization must excel to achieve its customer, revenue growth, and profitability objectives
Internal Perspective
Organizations perform many different processes, which may be classified into four groupings: Operating processes Day-to-day processes by which companies produce their existing products and services and deliver them to customers Customer management processes Processes by which companies expand relationships with targeted customers
Internal Perspective
Innovation processes Processes by which companies develop new products, processes, and services, Regulatory and social processes Processes by which companies ensure that they meet or exceed regulations on business practices
KPI Scorecards
Some organizations identify key performance indicators (KPIs) and classify them into the four BSC perspectives KPIs typically are common measures, such as customer satisfaction, quality, cost, employee satisfaction, and morale Companies may expand their compensation system to reward executives for a broader set of performance than simply short-term financial results based on KPIs
Cannot use the standard BSC architecture where financial objectives are the ultimate, high-level outcomes to be achieved
Pitfalls
Design factors can lead to problems when applying the BSC
Too few measures in the scorecard to provide: A complete picture of the companys strategy A balance between desired outcomes and the performance drivers of those outcomes Too many measures: Attention is diffused, and insufficient attention is given to those few measures that make the greatest impact The drivers in the Internal and Learning & Growth perspectives don't link to the desired outcomes in the Financial and Customer perspective
Pitfalls
The biggest threat is a poor organizational process for developing and implementing the scorecard:
Senior management is not committed, and the BSC project is delegated to middle management One senior manager builds the scorecard alone Senior executives feel that only they need to know and understand the strategy, and BSC responsibilities don't filter down The BSC is treated as a one-time event that requires the perfect scorecard for implementation The BSC is treated as a systems project rather than as a management project
BSC Summary
BSC integrates measures based on strategy Retains financial measures of past performance Introduces the drivers of future financial performance The drivers are derived from an explicit and rigorous translation of the organization's strategy into tangible objectives and measures
BSC Summary
The benefits from BSC are realized as the organization integrates its new measurement system into management processes that: Communicate the strategy to all employees and organizational units Align employees individual objectives and incentives to successful strategy implementation Integrate the strategy with ongoing management processes