the balanced scorecard only includes quantitative measures: The Balanced Scorecard Measures that Drive Performance

link to operations

In other words, companies should stop navigating by financial measures. By making fundamental improvements in their operations, the financial numbers will take care of themselves, the argument goes. The customer-based and internal business process measures on the balanced scorecard identify the parameters that the company considers most important for competitive success.

  • Although the ability to evolve with modern management concepts has kept the BSC relevant, experts have suggested certain changes that may or may not be appropriate to your company’s particular makeup.
  • Learn what Balanced Scorecard software is and how it can make your life easier by automating strategy execution, KPIs, and strategy maps.
  • Traditionally, HR has focused a lot on creating efficiencies.
  • This alignment step is critical to becoming a strategy-focused organization.

Managers want a balanced presentation of both financial and operational measures. If executives fully understood the consequences of their quality and cycle-time improvement programs, they might be more aggressive about using the newly created capacity. To capitalize on this self-created new capacity, however, companies must expand sales to existing customers, market existing products to entirely new customers , and increase the flow of new products to the market. These actions can generate added revenues with only modest increases in operating expenses.

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Our SoftwareFor Strategic Planning Drive strategy execution across your organization.For Strategy Reporting Optimize your reporting process to save time. For Project Management Manage the right projects, with the right level of detail.For Local Government Use ClearPoint to drive efficiency and transparency. You should build your BSCs in a cascading manner.

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If marketing and sales and R&D do not generate the increased volume, the operating improvements will stand as excess capacity, redundancy, and untapped capabilities. But given today’s business environment, should senior managers even look at the business from a financial perspective? Should they pay attention to short-term financial measures like quarterly sales and operating income?

Examples of a Balanced Scorecard (BSC)

Finally, the authors added definite causal linkages between each perspective and component. In this guide, we will walk you through what a balanced scorecard is, including how it divides into four perspectives. We then delve into the components of each scorecard perspective, the strategy map, and how a scorecard looks in the context of a closed-loop system.

The scorecard puts strategy and vision, not control, at the center. It establishes goals but assumes that people will adopt whatever behaviors and take whatever actions are necessary to arrive at those goals. The measures are designed to pull people toward the overall vision. Senior managers may know what the end result should be, but they cannot tell employees exactly how to achieve that result, if only because the conditions in which employees operate are constantly changing.

Most of your professional staff will already be comfortable working with these programs, so they can easily customize the software to the company’s needs. However, managing multiple documents from one reporting period to another may take some creativity, as that particular feature is not inherent in these programs. Furthermore, Microsoft products do not address the issue of version control, so you may have multiple iterations of your scorecards floating around between all of your users. 11.The balanced scorecard management process starts with the Formulate step. 5.When the firm’s value proposition meets or exceeds customers’ requirements, customer satisfaction results in customer retention and new customer acquisition, which drives sales growth. Once a scorecard has been developed and implemented, performance management software can be used to get the right performance information to the right people.

Company personnel can use this information to make better decisions for the future of their organizations. For example, related to the overall corporate goal to increase customer satisfaction, the divisional goal is to meet customers’ unique needs. The target set by the management of the brownie division is to meet 95% of customer special requests and to track the number of customer suggestions that are implemented by the division.

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Information on whether or not dollars invested have translated into additional income, and if current income can support needed cash flow for current and future operations. While financial measures are important, they are only one aspect of evaluating the effectiveness of a company’s strategy. Value provided to customers should also be considered, as well as the success of internal processes, and whether or not the company adequately provides growth opportunities for employees. Sales from new products, employee turnover, and customer satisfaction surveys can also provide valuable data for measuring success.

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Gap analysis is the process that companies use to examine their current performance vs. their desired, expected performance. Investopedia requires writers to use primary sources to support their work. These include white papers, government data, original reporting, and interviews with industry experts. We also reference original research from other reputable publishers where appropriate. You can learn more about the standards we follow in producing accurate, unbiased content in oureditorial policy.

Calculations for Leading and Lagging Indicators

Be making, it’s better to just start using the BSC as soon as possible and flesh those changes out with your management team as you start seeing them. You should have a high level of comfort around your strategy map and a medium level of comfort around your measures. You’ll build up the rest of the details during these first few months of strategy review meetings. A common vision of what you’re actually trying to get out of a scorecard among the members of the leadership team.

customer perspective

Or improved performance around key measures? In other words, you’ll need to determine why you’re doing this. The reason this can be such a struggle is because in order to make the BSC work in your organization, you have to change the way you’re currently managing.


Also, not all of these programs are intuitive, which can lead to the added expense of staff training. This is, of course, in addition to the cost of the software. The BSC framework itself is based upon leading and lagging indicators. Leading indicators are drivers – those that help you look ahead toward achieving your goal – and should be predictive in nature. By contrast, lagging indicators are outcomes – those that tell you what has already happened – and should confirm your long-term trends. A good BSC has a healthy mix of leading and lagging indicators.

10.The the balanced scorecard only includes quantitative measures of Enterprise IT investments often depends on whether the company makes complementary changes in business processes. 6.Besides presenting financial performance information to shareholders, the financial perspective provides information that can confirm the success of investments in learning and growth. 1.The balanced scorecard only includes quantitative measures. Strategic Initiatives are projects that are designed to help the organization achieve Strategic Objectives and have significant organization-wide impact. They are managed formally like any other project, meaning they are explicitly defined in terms of owner, schedule, resources needed, action steps, progress, and expected results.


There is a need for balance or tradeoff across various strategic goals. For example, emphasizing quality and on-time performance beyond a point may not be worthwhile— further improvement in these objectives may be inconsistent with profit maximization. CustomerIn the customer perspective, you identify the customer and market segments within which the organization chooses to compete. Typical measurements within this perspective focus on market share, customer retention, customer acquisition, customer satisfaction, and customer profitability.

Generally speaking, a BSC is a standardized report that details performance management measures. With a BSC, you have the ability to describe and measure your company strategy and then track how you achieve results. This is a big-picture view with lower-level, specific, defined measures to attain that big picture.

The success of Enterprise IT investments often depends on whether the company makes complementary changes in business processes. Besides presenting financial performance information to shareholders, the financial perspective provides information that can confirm the success of investments in learning and growth. The balanced scorecard only includes quantitative measures. Corporations may use internal methods to develop scorecards. For instance, they may conduct customer service surveys to identify the successes and failures of their products and services or they may hire external firms to do the work for them. Power is an example of one such firm that is hired by companies to conduct research on their behalf.

Then you need to determine how you’re going to pull that together into a strategy map that tells your organization’s story, how you’ll measure it, and how you’ll manage it. When you start from scratch, you’re assuming there’s not a lot of documentation for your organization that will help you through this process. Fort Lauderdale launched its first-ever strategic plan in 2012 and adopted the scorecard framework at the same time. Called Press Play Fort Lauderdale 2018, the plan was created as a vehicle to bring the city’s vision statement, Fast Forward Fort Lauderdale 2035, to life. Ted, Founder and Managing Partner at ClearPoint, has over 25 years of experience working with organizations to improve their performance management and strategy execution processes.







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