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    Balanced Scorecard

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    RhodaJillPastor
    The document discusses the balanced scorecard framework developed by Kaplan and Norton. It measures an organization's performance across four key perspectives: financial, customer, internal business processes, and learning and growth. This framework balances both financial and non-financial measures, short-term and long-term objectives, leading and lagging indicators, and internal and external performance. Companies adopt the balanced scorecard to achieve strategic objectives and align customer priorities with expectations. Implementing the framework involves developing strategic plans, communicating objectives, planning strategies, and monitoring implementation. The balanced scorecard provides a holistic view of an organization while allowing for ongoing monitoring to drive continuous improvement.

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    Balanced Scorecard

    Uploaded by

    RhodaJillPastor
    30 views18 pages
    The document discusses the balanced scorecard framework developed by Kaplan and Norton. It measures an organization's performance across four key perspectives: financial, customer, internal business processes, and learning and growth. This framework balances both financial and non-financial measures, short-term and long-term objectives, leading and lagging indicators, and internal and external performance. Companies adopt the balanced scorecard to achieve strategic objectives and align customer priorities with expectations. Implementing the framework involves developing strategic plans, communicating objectives, planning strategies, and monitoring implementation. The balanced scorecard provides a holistic view of an organization while allowing for ongoing monitoring to drive continuous improvement.

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    Importance of Balanced Scorecard

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    The document discusses the balanced scorecard framework developed by Kaplan and Norton. It measures an organization's performance across four key perspectives: financial, customer, internal business processes, and learning and growth. This framework balances both financial and non-financial measures, short-term and long-term objectives, leading and lagging indicators, and internal and external performance. Companies adopt the balanced scorecard to achieve strategic objectives and align customer priorities with expectations. Implementing the framework involves developing strategic plans, communicating objectives, planning strategies, and monitoring implementation. The balanced scorecard provides a holistic view of an organization while allowing for ongoing monitoring to drive continuous improvement.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    30 views18 pages

    Balanced Scorecard

    Uploaded by

    RhodaJillPastor
    The document discusses the balanced scorecard framework developed by Kaplan and Norton. It measures an organization's performance across four key perspectives: financial, customer, internal business processes, and learning and growth. This framework balances both financial and non-financial measures, short-term and long-term objectives, leading and lagging indicators, and internal and external performance. Companies adopt the balanced scorecard to achieve strategic objectives and align customer priorities with expectations. Implementing the framework involves developing strategic plans, communicating objectives, planning strategies, and monitoring implementation. The balanced scorecard provides a holistic view of an organization while allowing for ongoing monitoring to drive continuous improvement.

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    You are on page 1of 18

    IMPORTANCE

    OF

    BALANCED
    SCORECARD
    BY KAPLAN AND NORTON
    Sources: Zarate, C.A. (2011). Business Policy and Strategy. Rex Printing Company, Inc., Philippines
    Agamata, Franklin. (2012). Management Advisory Services, 12th ed. GIC Enterprices &Co. Inc.,
    Philippines.

    T
    ROBER
    N
    KAPLA

    DAVID
    NORTON

    BALANCED SCORECARD
    a
    system
    that
    measures
    the
    organizations progress in accomplishing
    its strategic objectives.
    - four key business perspectives
    Financial

    Customer
    s

    Internal
    business

    Learning/
    Innovation

    The name reflected the balance between shortand long-term objectives, between financial and
    non-financial measures, between lagging and
    leading indicators, and between external and
    internal performance perspectives.
    - Robert S. Kaplan and David P. Norton

    BALANCED SCORECARD
    Balances financial
    and non-financial
    measures.

    Balances short
    and long-term
    objectives.

    Balances leading
    indicators and
    lagging indicators.

    Balances internal
    and external
    performance
    perspective.

    WHY COMPANIES ARE ADOPTING


    IT?
    achieve strategic objectives
    to align customer priorities and
    expectations with the customer

    to track progress.

    FOUR IMPLEMENTING
    STRATEGIES
    1

    trategy.
    s
    t
    u
    c
    ra
    le
    c
    a
    g
    in
    p
    lo
    Deve

    trategic
    s
    e
    th
    g
    n
    ti
    a
    ic
    n
    u
    Comm
    objectives.

    Planning
    strategie
    s.

    Monitoring strateg
    ic implementation
    .

    Balanced Scorecard by Kaplan and


    Norton
    Financial

    STRATE
    GY
    Business
    Process

    Custom
    er

    Learning
    and
    Growth

    Financia
    l

    How do we appear
    to shareholders?

    Custom
    er

    How do
    customers view
    us?

    Learning
    and Growth

    Can we continue to
    improve and create
    value?

    Business
    Process

    What must we
    excel at?

    ADVANTAGES
    Completely picture of a company

    Enhances decision making


    Competitive advantage
    Places management in a position to view the effects of
    various components of s business
    Allows for easy ongoing and continuous monitoring

    DISADVANTAGES
    Performance is subjective.
    Does not include direct financial analysis of economic value
    or risk management.
    Can add a new type of reporting without necessarily
    improving quality or financial numbers
    Easy to reach but hard to quantify.
    Goals may be re-interpreted to the current state of affairs
    to meet success or avoid failure

    POTENTIAL PITFALLS
    Lack of a well-defined strategy
    Using only lagging measures
    Use of generic metrics

    The balanced scorecard keeps companies


    looking - and moving - forward instead of
    backward.
    - Kaplan and Norton

    END.

    REPORTERS
    Alaan, Carl

    Ledesma,
    Max Israel

    Muaa,
    Hanna Kae

    Pastor,
    Rhoda Jill

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