Monthly Archives: May 2010

BSC Impementation Case Study (Construction company)

Balanced Scorecard management system arouses keen interest of top managers of various companies.  However, often those who start implementing BSC fail because they forget about the first and the most important step which is working out of a company strategy.  One should understand that BSC does not substitute strategy but

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Posted in BSC Implementation
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BSC – the main company dashboard

What can be done so that the Balanced Scorecard becomes the main organizational feedback system and it measures the things that allow the company to safely take off, land, fly and navigate through its difficulties and opportunities, regardless of the outside weather conditions? A Short Story I am reminded of

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Posted in Manage Company With BSC
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Applying non-financial indicators in relations with customers

Nowadays implementation of newest management systems in business processes is very acute and popular.  But the question “what needs to be done?” raised by top managers and answered in specialized literature, special management courses and universities, is followed by the question “how to implement it?” What steps are to be

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Posted in KPIs
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Balanced Scorecard vs EVA: differences and similarities

A great advantage of Balanced Scorecard is the possibility to use it in combination with other performance management systems and individual indicators.  We have already written about Six sigma, Total Quality Management, Lean production and the way these systems can work with Balanced Scorecard.  This article focuses on EVA (economic

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Posted in BSC Modifications
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Measuring Innovation

Innovation management is a method to measure and manage all processes related to innovation in the company.  At that, it can be development of innovation in products and services, as well as organizational innovation.  Often, some companies are making mistakes by introducing new ideas as to products and services without

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Posted in BSC Implementation
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Learning and Growth Perspective of the Balanced Scorecard

In the Balanced Scorecard there is a separate “Learning and growth” perspective. Let’s take a closer look at the objectives that one can map inside, and the measures that one can use. As follows from its name and from the Balanced Scorecard paradigm, “Learning and Growths” perspective answers the question: How

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Posted in Introduction to BSC
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Internal Processes Perspective of the Balanced Scorecard

Some believe that “Internal Business Processes” is one of the most important perspectives of a strategy map. The objectives from this perspective are related to the business systems that insure the operation and stability of any business. In this article I will: Focus on generic strategies and their representation in Internal perspective;

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Posted in Introduction to BSC
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Customer Perspective of the Balanced Scorecard

According to what we see daily, “Customer” is one of the most problematic perspectives of the Balanced Scorecard framework. And it is not customer KPIs that cause strategists the most problems… One needs to clearly understand: Who is the “customer” in customer perspectives How to come up with objectives for

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Posted in Introduction to BSC
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Measuring Employee Morale – Management Quality Indicator

Employee morale is second only to the quality of the management team in influencing the long term success of a business or for that matter of any organization. The employee morale is a very good indicator of the quality of the management team since it is the most direct outcome

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Posted in Engagement and Loyalty
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Financial Perspective of the Balanced Scorecard

There are normally no problems with defining objectives for the financial perspective of the Balanced Scorecard for profit-oriented organizations. Any business has financial goals, and is accustomed to using financial metrics. For  most businesses the challenges are to shift a focus from financial perspective only to the Customer, Internal, and Learning &

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Posted in Introduction to BSC
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