Balanced Scorecard Designer

BSC Designer provides users with opportunity to generate strategic map automatically. Your KPIs and categories will be used to build the strategic map automatically according to the selected template. This is an example of Cyclical Strategy Map Template.

Possible application: use this map template to represent the strategy of cyclical business or process development.

Cyclical strategy map template in BSC Designer

To create strategy map according to the certain template follow these steps:

1. Open your scorecard and then switch to the “Strategy Map” tab below.
2. The strategy map wizard will start automatically if your strategy map was empty. If you already have some objects on strategy map, then you need to start the Wizard manually. Select Placement Wizard Command in Strategy Map menu.
3. Select appropriate template for the strategy map and click Execute button.

Learn more about strategy maps in BSC Designer.

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According to Douglas Hubbard, the foremost expert in the field of business decision support,  “In a portfolio, the investment with the highest return on investment is investment in the information necessary to allocate the investment of the rest of the portfolio.” He argues that up to 5% of any portfolio can be spent on gathering the information necessary to invest the rest of the resources wisely.

This same principle applies to organizational management. A consistent commitment to investing in measurement and feedback systems within the organizations is paramount to good decision making.

But not all investment in data gathering is created equal. Information value inversion is at work. The things that we measure often and fairly precisely, typically have little impact on any crucial decisions. The things we know little about can often net a significant improvement in the decision making by us learning even a little bit more about that information.

Thus, a good Balanced Scorecard can act both as a useful tool and as a waste of money, and unfortunately is often the latter for many organizations.
There are two reasons for it:

1. The Balanced Scorecard is often an after the fact bolt on, it is not part of the core organizational thinking. This is by far the most important problem, since if it is not the key feedback loop but rather one of them, it often serves to create noise rather than reduce it.
2. We tend to measure things that we know how to measure, and more likely than not those are not the right things to measure. There is no scientific approach to determining which things are really worth measuring, we take our best guesses, and typically we are spectacularly wrong. We treat it as an art, yet expect predictably consistently good results, as though it was a science.

What can be done to solve these challenges? Indeed, are they worth solving?
I will start with the second question first. Fundamentally, if you do not solve them with this tool, or some other dashboard, broad multi-variable feedback tool, you are flying blind. While it is dangerous, it does not stand out, since everyone else is too. During the early days of flight, pilots did not have good controls and would often fly along the railroad lines, so that they could rely on the visible landscape and rail station names to navigate. This had lots of problems, but so long as everyone was flying slowly enough, low enough and in familiar enough terrain it worked. However, the circumstances changed, planes fly faster, higher, in more varied weather and can no longer orient themselves in the same way. They have to use gauges on their dashboard and should be able to take off and land without even looking out of the window. This has forever changed the aviation.
In business, until fairly recently we could afford to fly low enough, slow enough and in familiar enough landscape to avoid the need to have useful dashboards. But, not only does this doom your company to continuing to do what you have always done, it may very swiftly obsolete you as others figure out how to do this right. So, ideally, you want to implement the dashboards well because you are aiming for the stars, but if not, implement them well because you don’t want to be left behind.

What about the second question. 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? That sounds like a great topic for the article that will be forthcoming in a week.

—

Oleg Tumarkin, JD, MBA, CSSBB is an Adjunct Professor of Business at Lakeland College and Concordia University of Wisconsin. His firm, FutureWorks, in partnership with Bucket Brigade and AKS-Labs provides business coaching and Balanced Scorecard implementations.  His life’s passion is the development of a universal business measurement and management system that would cause management in to the realm of a repeatable, replicable, yet humane and flexible science.

oleg_tumarkin Articles, Balanced Scorecard Theory balanced scorecard, BSC, BSC implementation, E-M8, how to, implementation, indicators, management, strategy

Find below the BSC Designer implementation strategies available for our customers. BSC Designer is available in 3 editions – Standard, PRO and Online. Check the difference between editions.

Please note: if you are managing distributed team consider using BSC Designer Online. It’s a good solution when you want your remote employees or partners to do the data input job for your Balanced Scorecard.

If you have any questions about implementation plans for BSC Designer, contact our sales using online form.

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Back to the BSC for HR product

Practical BSC for HR for FREE. Download now!

Every business organization aims to enhance it performance levels and shift the focus to the information era of competition and provide greater value to its stakeholders. The concept of Balanced Scorecard (BSC) emerged from such requirements, a performance management instrument that can be integrated into the working of the business processes and used effectually for executing and monitoring of tasks by the workforce.

Since time immemorial, management experts have performed various studies and researches in this field and an independent management consultant Mr. Art Schneiderman led the rest of the specialists in deriving the very first Balanced Scorecard in the year of 1987, followed strategically by the celebrated duo, Robert S. Kaplan and David P. Norton who identified and defined the major perspectives representing an organization’s aspects, that were:

1.    Financial perspective
2.    Customer perspective
3.    Internal Business perspective
4.    Innovation and Learning perspective

The Human Resources is one of the most critical components of an organization taking the onus of accelerating the productivity and effective usage of human capital in the organizational procedures. Human resource practices have a direct correlation with the organization’s performance and require successful integration with the organizational goals to prudently apply the theoretical concepts with practical connotations. HR elements can have some major areas of significance involving employee accountability, scalable administration, recruitment and retention aspects and many more.

A balanced scorecard acts as a link between management perspective and HR activities to achieve long term vision of top management.

The widely used HR metrics are inclusive of job satisfaction and related periodical feedback sessions with the immediate supervisor and HR coordinator; furthermore, employee turnover is another major facet that entails the cost to company, the cost of new hiring to fill in along with new recruitments, followed by valuable training and development methodologies to augment working and on the job learning modules. Overall, the Human Resource assessment of such metrics infers transferring of these intangible inputs into tactical values holding value and scope for betterment, which in turn leads to efficacious reference of data and information and further link the Human Resource policies with the management vision.

The Balanced Scorecard has been successfully integrated with the chief Human Resource functionalities comprising the recruitment process which is the most critical of all as the future of the business performance is dependent on effective recruitment of the right people for the right positions to deliver the right performance at the right time.
Moreover, amplifying the execution of the goal sheet objectives and transforming them into measurable results ensures the prosperity of any business in the volatile market scenario. Likewise, the training possibilities must be explored to the fullest to extract the best out of the workforce and offer growth opportunities keeping in mind the business goals. Honing employee skills certainly broadens the compass of working simultaneously keeping up the motivational levels and morale to the optimum intensity.

The performance stimulus can include monetary as well as non-monetary benefits to the limit of extending growth prospects to the deserving employees, correspondingly checking the internal factors like the incoming challenges and control prospects. The leadership aspect encompasses the alliance between the process managers and the vital success factors that contribute to the business ambitions under the direction of the management superiors.

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Cascading: conclusion

Indicative and Imperative KPIs

It is not a secret that in practice the system of budgetary management receives unflattering recalls and censures for the completely avoidance a company strategy, i.e. there is no direct connection of the budget of development (constituted on three – five years for fulfillment of KPIs of the Innovation and Learning and Internal Process Perspectives) and the master budget (the system of the interconnected budgets approved for no more than a year). At the same time, if the process of construction of budgetary management model is performed in coordination with the strategy, formulated in terms of KPIs, such system is really capable to solve the problems facing to top management of the company, referring to the corporate administration. To implement the model of KPIs to the multi level companies’ management systems (with the need of organizing cascading: the process of distribution of authorities and responsibilities for indicators among the lower hierarchy level subsystems’ managers and specialists) it is rational to divide KPIs into the following groups:

• “Indicative” indicators;
• Imperative (control) indicators.

The quantity indicative KPIs correlates with the purposes and processes of the services and divisions, associated with them. Examples of such KPIs could be: “Quantity of document circulation per week”, “Quantity of specialized exhibitions per season” and others. So “indicative” indicators can be both leading, and lagging.

Imperative (control) indicators are creating by the top hierarchy levels of management and their quantity is the same as the quantity of Perspectives, the top level categories, including the overall sum of the subcategories and KPIs. All the imperative indicators are actually lagging ones. These indicators are needed for top management (it also can be a management company) to control the performance of lower level management (it also can be an enterprise or a factory). Thus it is supposed that target values of control indicators are formed by the higher level management (or company) in an exclusive order and “lowers” them downwards for fulfillment. The purpose of lower level management is to form the target values of indicative KPIs the way, so: on the one hand, their achievement will be directly connected and aimed to achieve the imperative KPIs target values; from the other hand, they could direct the resources (Human, Financial and others) to full-scale realization of strategic goals. At the same time, to maintain of integrity of the management system, the overall set of indicative and control KPIs needs to be determined for all chain of management beforehand. such managerial technique promotes realization of a principles of Management by objectives (МВО). MBO concept’s important statement is all levels of management hierarchy to be involved in process of achieving strategic goals, using the language of KPI as all – fits – one to organize well functioning cascading and both ways feedback (for example, orders <-> reports).

The map of the article

• Part 1: This part introduces the basic statements of KPI based management. Also it defines the term KPI;
• Part 2: BSC management system’s methodology;
• Part 3: Leading and Lagging indicators concept as an inherent part of KPI based management;
• Part 4: This part presents the basic criteria of what KPI to include in the map;
• Part 5: Cause and effect relations between KPIs;
• Part 6: The beginning of Cascading description: classification of indicators for management according to their importance
• Part 7: Conclusion of Cascading description: Indicative and Imperative KPIs

Expert_KPI Articles, Balanced Scorecard Theory balanced scorecard, BSC, key performance indicator, kpi, strategy, studies, theory

Cascading

One of the most important purposes of management is performing well organized cascading. Cascading could be determined as the process of distribution of authorities and responsibilities for indicators among the lower hierarchy level subsystems’ managers and specialists.

It needs to be mentioned that the cause and effect relations between indicators, presented in the map of KPIs, are mostly not function (can not be presented in a way of mathematical formulas). For example, the achievement of desired performance value for such budgeting indicator as “the percentage of innovation investment” (a part of Innovation and Learning perspective) does not cause directly improvement of the value of such indicator as “Cleanliness of metal fusion” (Internal Process

Perspective), but it creates «strategic base» to achieve this improvement. It means, it usually needs a lot of managerial work to focus human resources as well as other type of resources (and for example, financial) to achieve the target value of some indicator.

Classification of indicators for management according to their importance

While creating a model of KPI based management for the certain company, it needs KPIs for management to be divided into the following groups according to their importance*:

• KPI of strategic type;
• KPI of standard type.

KPI of strategic type are linked directly with the company’s strategy. The achievement of target values of such indicators cause significant changes in the whole company. It needs for managers to initiate and monitor the set of complex activities, usually in different hierarchy levels, to achieve the target values. It needs active management’s initiatives: the actions leading to essential “break” of one of process aspects (for example, product’s quality, automation, department and operation group management system construction, and others). Strategic KPIs usually show the nature of Strategic Plan referring to the language of measurement, being whole company’s first – priority. The last but not the least is that Strategic KPIs’ target values present the competitive advantage, the company is aimed to.

As for standard type of KPIs, its values could be supported by managers to be frozen within some particular interval in short term period. Oppositely to strategic KPIs, standard ones are linked directly neither to the strategy, nor to operational management. A good example of such KPI could be “current liquidity coefficient” indicator; its value could easily be supported by managers to be limited within the interval from 2 to 2.25.

In needs to be noticed that considering indicator to belong to standard or strategic depends on the strategic plan, top managers created and approved. The more important the KPI is, referring to strategic plan, the closer it comes to be considered strategic. The process of division the indicators into those two groups is an important company’s activity, because it needs a well optimized resources distribution for the strategy to be realized. Considering every indicator to be strategic, the company might face shortage of resources when it comes up to realize the strategic goals via directed operational activities. A good example of the importance of resources distribution according to the company’s strategic goals could be a work of subsystem of budgeting. Read more about cooperation of BSC (a type of KPIs based management concept) and the subsystem of budgeting in the article: “BSC and the systems of management: BSC and the Budgeting system”.

Plans (budgets) in the given context are meant as plans in the quantitative expression, displaying achievement of KPIs. Since the model of the interconnected plans and budgets needs to guarantee the consistency of the information in budgets, this instrument should be implemented to the process of balancing target values in model KPI. Thereupon the expanded demands are needed to be made to a planning and budgeting subsystem, integrated in the company: this subsystem should become the basic instrument of quantitative planning and modeling within the whole company. For example, the standard indicator of the “turn-around time of a debt receivable” can be calculated on the basis of the given operating budgets. In turn, it is necessary to form a special development budget, in addition to basic types of budgetary management subsystems, for the monitoring of KPI’s values of strategic type (for example, “The market share”, “Cleanliness of metal fusion”) could be performed as well. This special development budget (for example, the budget of investments, the budget of capital investments) needs to be aimed to realization of long-term projects with the established budgets (in contrast with achievement of certain target significances of data KPI).

(*) The importance of KPIs could also be presented and measured using a weight value parameter. Most of dashboards, aimed to support KPI and BSC management concept, provide weight values management as a necessary attribute of KPIs. Knowing weights of indicators, presenting on the dashboard or some type of report, helps resource distribution (for example, budgeting plan) to proceed according to the strategic plan, providing most important activities with more assets. Also weight values presence on a dashboard directs the attention of managers to the indicators, important for the priority strategic goals to be achieved and makes them to provide more initiatives to the activities, associated with those indicators.

The map of the article

• Part 1: This part introduces the basic statements of KPI based management. Also it defines the term KPI;
• Part 2: BSC management system’s methodology;
• Part 3: Leading and Lagging indicators concept as an inherent part of KPI based management;
• Part 4: This part presents the basic criteria of what KPI to include in the map;
• Part 5: Cause and effect relations between KPIs;
• Part 6: The beginning of Cascading description: classification of indicators for management according to their importance
• Part 7: Conclusion of Cascading description: Indicative and Imperative KPIs

Expert_KPI Articles, Balanced Scorecard Theory balanced scorecard, BSC, key performance indicator, kpi, strategy, studies, theory

Cause and effect relations between KPIs

While building a map of KPIs for the departments and the responsibility centers, the process of defining cause and effect relations between KPIs is also performing. Those relationships could be divided into two groups: clear (the ones that might be calculated) and unclear (hidden) ones. Clear (computational) cause – effect relationships can provide the way to calculate a higher level KPIs on the basing on lower level KPIs’ values. Unclear (hidden) indicators present cause – effect relationships between KPIs, which belong to different categories or subcategories. While building the conceptual map, it needs the quantity of KPIs, which refer to management level, to be limited by 15 – 20 ones for one level of management. It is urgent for big companies with sophisticated hierarchy; it is aimed to prevent the KPIs to be mixed up and present conflicting information. This suggestion of limitation of the KPIs is based on concept called “necessary minimum provides the best way to present the achievement of goals”, which appeared as a result of practical repots of companies in different business sectors and locations. It is certainly is not an absolute rule, but the logic of preventing the map of KPIs to be overloaded by the quantity of measures needs to be understood by top management.

The process of establishing cause and effect relations between KPIs, which form the structure of the system, is actually the process of balancing the scorecards. While performing the relations’ determinations and formalization, strategic hypothesis, related to the way on how one indicator’s performance value dynamics depends on another KPI’s performance value dynamics, appear as well as relatively redundant indicators are determining. Usually each hypothesis has a formalized nature, i.e. it actually represents the certain stable assumption, which usually is one of the strategic points (for example: «Achievement of the set market share promotes share price persistent growth»).

The presence of hypotheses, related to cause and effect relations of strategic goals between each other, can be revealed on the following basic points:

• Evidence of logical interrelation between indicators;
• The function relations between indicators exist and can be presented in a way of mathematical formulas;
• The correlation linking between the indicators existence is proved by the correlation coefficient, which had been determined as a result of the analysis and research (this point highly increases probability of existence of a cause and effect relation).

The process of balancing scorecards is the last stage to complete the creation and forming KPIs’ map. When the dynamics of KPI’s values, referring to the strategic management is defined, it needs the stability of cause and effect relations between indicators to be verified in an operative mode with the purposes of formation of more exact cause and effect hypotheses.

The map of the article

• Part 1: This part introduces the basic statements of KPI based management. Also it defines the term KPI;
• Part 2: BSC management system’s methodology;
• Part 3: Leading and Lagging indicators concept as an inherent part of KPI based management;
• Part 4: This part presents the basic criteria of what KPI to include in the map;
• Part 5: Cause and effect relations between KPIs;
• Part 6: The beginning of Cascading description: classification of indicators for management according to their importance
• Part 7: Conclusion of Cascading description: Indicative and Imperative KPIs

Expert_KPI Articles, Balanced Scorecard Theory balanced scorecard, BSC, key performance indicator, kpi, strategy, studies, theory

What KPI to include in the map?

While defining and selecting KPIs to be included into management level KPIs map, the special corporate concept is forming, aimed to create and form set of criteria for indicators to be satisfied with the needs of the company. The list of them could be mostly like the following (starting with the highest weight value and finishing with the lowest one):

• The KPI present the key aspect of the company’s business activity (key business process);
• The KPI’s value is an important condition, influencing managerial decisions;
• The KPI could be managed directly, i.e. responsible managers might influence on the performance of activity, measured by the indicator;
• The KPI has a potentially stable cause – effect relationships with other indicators;
• It is easy to collect and calculate data referring to the KPI. It also easy to report KPI’s value to the higher level;
• The KPI is based on economical (statistical) meaning at consolidation (aggregation) on higher levels of responsibility.

Deciding whether to include the particular KPI to the responsible manager’s dashboard or not, it needs to use the clearest and most common (referring to the business sector, or to the company, or to the department) term, conditions and criteria.

Perspectives distribution of both leading and lagging indicators could be performed the following way: leading KPIs are going to the perspectives, related to human resources, company’s development, internal technological and business processes, PR and marketing (Customer, Internal Process and Innovation and Learning Perspectives, according to the original BSC concept); while lagging indicators are going to the perspectives, related to the financial and accounting activities (Financial Perspective, according to the original BSC concept).

It needs to be noticed that KPI based Management offers to use not only financial indicators, but also other, non material ones to measure the whole company’s performance. It is not enough to use the only financial KPIs not only for top managers to gain an objective dashboard, but also for translating the strategy of the company and its priorities to employees and group managers. Nevertheless for-profit organizations need financial indicators as an important measure, good performance of which could result for company to succeed. But the map of KPIs needs to balance the weights of perspectives the way to pay a bit more attention to leading indicators, because the activity they present might be managed directly and fast. Leading KPIs provide top managers with an opportunity to react rather fast to the problems appearing, preventing their growth into local crisis. Also leading indicators help managers to better understand the key processes and ensure managerial decisions to cause a long term effect. As for lagging indicators (most of which are related to the financial activities), they oppositely provide a short term view and managerial decisions based on their information are not able to cause a long positive effect. But not absolutely all the KPIs in Financial Perspective are lagging ones. “The index of budgeting management quality” as a KPI, related to Financial perspective could be a good example, presenting leading indicator of financial activity.

As it is known, the system of budgeting management is mostly focused on financial indicators, the meaning of which are linked directly to measures of operational plans and budgets. That is why it needs the system of KPI management to be focused on non material indicators, which measure the customers’ satisfaction, internal process effectiveness, the potential of staff, innovation ideas and other activities, oppositely to budgeting system. KPI management concept in this case is based on the idea to improve non financial activities in order to increase financial ones; in other words, it is aimed to gain profit (certainly, not always right away, but absolutely always in long term perspective). But however the range of KPIs to be focused on is not limited by the only indicators, which are linked directly to the budgeting measures: there are also KPIs, the linking between which is sometimes hard to determine and formalize, could be used in a map. However those links are hard to determine and formalize, it could be used to put forward a strategic hypothesis (for example, such cause and effect point as “The market capitalization increase depends on satisfaction of consumers”). It increases the number of KPIs and motivates managers to look for initiative solutions to realize and support those links between indicators and the activities, they are associated with.

The map of the article

• Part 1: This part introduces the basic statements of KPI based management. Also it defines the term KPI;
• Part 2: BSC management system’s methodology;
• Part 3: Leading and Lagging indicators concept as an inherent part of KPI based management;
• Part 4: This part presents the basic criteria of what KPI to include in the map;
• Part 5: Cause and effect relations between KPIs;
• Part 6: The beginning of Cascading description: classification of indicators for management according to their importance
• Part 7: Conclusion of Cascading description: Indicative and Imperative KPIs

Expert_KPI Articles balanced scorecard, BSC, key performance indicator, kpi, strategy, studies, theory

Leading and Lagging indicators concept as an inherent part of KPI based management

It certainly is not enough just to create and use the set of indicators measuring such activities as financial results (effectiveness) and cash flow to manage the company in balanced way. Such indicators show only one part of operational activity, which appeared as a result of fulfillment of current plans and budgets.

It is usual for practice of companies that most of financial indicators of efficiency actually are derivative of the approved financial budgets, i.e. forming the structure of distribution of the resources, but not of processes. But for purposes of management it needs to fund KPIs, which could be influenced directly by managers. It is knows, that the only way for manager to influence on indicator is to know exactly all the chain of delegation (all the part of cascading) referring to this indicator, translating to the set of more and more detailed and specified tasks. For example, the return on assets as the major indicator (which is derivative of the budget of incomes and costs indicators and the balance of forecast) is usually controlled by the financial executive officer. Certainly, it needs to control all the chain of parent indicators to receive a precise value of this KPI. In this case the chain consists of: Profitability of earnings and asset turnover, which, in turn, depends on productivity of resources, success of realization of investments into development of the company and a stable market share.

Lagging indicators are mostly historical metrics; they are aimed to measure the performance of company’s past activities. For example, most of financial KPIs are actually lagging indicators. Managers are not able to receive up to date information from lagging indicators (reports might be received once quarter or even a year). That is why they are not able to monitor these processes directly. Lagging indicators present the performance of the overall system’s work and there are lots of factors that influence on them. These metrics show the results and effects of management actions that already have been applied.

Leading KPIs are the metrics that refer to the current and future effects. Oppositely to lagging indicators, leading ones are linked with manager’s decisions directly. After a decision is taken, it could be resulted in changing the performance of activity, that leading indicator show. Lagging indicators are needed to be used as a tool to manage the company’s future (which is actually one of the most important goals of the Balanced Scorecard concept).

It needs to be known that leading and lagging KPIs terms might be used by both strategic and operational management. As for strategic management, it uses those KPIs as elements of the strategic map. As for operational management, the current planning might use leading indicators of efficiency as a part of an operational cycle frameworks. Since the duration of operational cycles is usually from a week to a month, it is necessary to make special demands to periodicity of reports on leading KPI’s, because those indicators allow to measure the performance of process and actually refer to up to date problems of subsystems.

The map of the article

• Part 1: This part introduces the basic statements of KPI based management. Also it defines the term KPI;
• Part 2: BSC management system’s methodology;
• Part 3: Leading and Lagging indicators concept as an inherent part of KPI based management;
• Part 4: This part presents the basic criteria of what KPI to include in the map;
• Part 5: Cause and effect relations between KPIs;
• Part 6: The beginning of Cascading description: classification of indicators for management according to their importance
• Part 7: Conclusion of Cascading description: Indicative and Imperative KPIs

Expert_KPI Articles balanced scorecard, BSC, key performance indicator, kpi, strategy, studies, theory

BSC management system methodology

Balanced Scorecard concept is one of the most influential conceptual solutions of strategic management on indicators and also most widely spread among the companies worldwide. It offers to divide all the key performance indicators by the strategic purposes, the activity, they measure, is directed to. Those directions are called “the Perspectives” in Balanced Scorecard methodology (read more in the article: “What is Balanced Scorecard concept”). There are four of them according to the original concept: Financial perspective, Customer perspective, Innovation and learning perspective and Internal process perspective (read more about every perspective’s standings in the article: “What is Balanced Scorecard concept: the four perspectives”). All the KPIs become a part of one of the Perspectives. Financial perspective usually includes KPIs, which present cost indexes of the company, its yield, liquidity and solvency; such as: Return on investment, Cash flow and others. Customer Perspectives include KPIs, presenting customer’s satisfaction and marketing actions’ efficiency; such as: “New customers acquired”, “Complaints number”, “Customer attrition” and others. Innovation and Learning Perspective include KPIs, which present innovational techniques creation, finding and implementation as well as development and education projects progress; such as: Number of ideas developed within measurement period, Number of collected ideas that were implemented, % of ideas that are funded for development and others. Internal Process Perspective include KPIs, which measure the effectiveness of existing technological and administrative activities within the company also called business process; such as: Administrative expense (total revenues, %), Administrative expense (customer, $), Lead time, product development, days, Lead time, from order to delivery, Days and others.

There is no all – fit – one set of indicators, it needs every company to create its own. The main factors that influence on the KPIs are the following:

• Business sector;
• Business development directions;
• Company’s structure;
• Features of the company relations with macro economical and an operational environment;
• Top management’s needs and expectations of BSC implementation and functioning.

Oppositely to KPIs, the Perspectives are considered universal (according to the original Kaplan’s and Norton’s concept). Practically, the four Perspectives really could fit most of the companies but it is not necessary to be limited by them. One of the ideas of concept’s founders is to open manager’s eyes to such non-material activities as innovation or process optimization. That is why it is certainly up to managers to add Perspectives that are important for the company. It could be Ecological Perspective or Public Relations Perspective. Practically, first of all, the Perspectives are defining (usually from 4 to 8 ones) and after that, the process of creating, forming, selecting and substantiation of KPIs for every perspective starts. All the Perspectives and KPIs from operational plan are needed to be linked with the strategic goals they are aimed to achieve.

The map of the article

• Part 1: This part introduces the basic statements of KPI based management. Also it defines the term KPI;
• Part 2: BSC management system’s methodology;
• Part 3: Leading and Lagging indicators concept as an inherent part of KPI based management;
• Part 4: This part presents the basic criteria of what KPI to include in the map;
• Part 5: Cause and effect relations between KPIs;
• Part 6: The beginning of Cascading description: classification of indicators for management according to their importance
• Part 7: Conclusion of Cascading description: Indicative and Imperative KPIs

Expert_KPI Articles, Balanced Scorecard Theory balanced scorecard, BSC, key performance indicator, kpi, multilevel companies, strategy, studies, theory