Balance score card is a performance base assessment. This allow a company to
measure the level in which it Perform. This is needed to show and prove the Proof
of concept and what is allowed and what need to change in one’s company. Mid
level manager a believe should be in charge is that score card. Organization are basic
out of management different things don’t usually go after the same thing . For
example a bank would focus more on the financial aspect of a score. Seeing as to
money is it primary source of work. But a place like tiff treat may lean heavy on
customer aspect of the score card . The two are mutually important. And both can
be used in each company, but primary to focus on may be different, depending on
the focus of that company. Scorecard should we reviewed on a consistent basis after
reviewing an action plan should be formed to take the necessary steps to increase
that scorecard so that the design outcome is reached. This is why a scorecard is
important . A Balanced Scorecard is most useful when the company wants to identify
the factors hindering business performance. It also enables a company to measure the
effectiveness of an activity against the strategic plans. Managers in charge of
performance in an organization manage the balanced scorecard. It helps the
organization identify and improve internal business functions. The four dimensions of
performance in a balanced scorecard are financial, customer, internal process, and
learning and growth. Organizations differ in how they operate and measure
performance. For instance, financial performance is more beneficial to profit-making
companies than non-profit organizations. A balanced scorecard is implemented to
make sure that companies and their employees are in alignment and working towards
the same goal. It helps give the stakeholders a more comprehensive view by featuring
financial measures with additional metrics that quantify performance in areas such as
customer satisfaction and product innovation. Some advantages of having a balanced
scorecard include that it aligns your sectors and divisions, keeps your strategy
prominent during the reporting process, makes it easier to communicate your strategy,
connects the individual worker to organizational goals and sets and tracks progress
against those goals. One aspect of the scorecard is data entry. It is needed to be
successful but this can be a disadvantage to some companies over others depending
on how it is implemented. If the process is too tedious some workers may skip
pertinent steps needed to keep it updated and the most effective.
The Balanced Scorecard is a tool that can help a business to figure out key
performance indicators, and use various strategic objectives. The balanced scorecard
will make it easier for a business to measure what really matters. The balance
scorecard approach helps to provide a business with a higher quality management.
If you are in a large company there’s probably going to be an Office of Strategy
Management responsible for driving the strategy formulation process and for
performing strategy evaluations. And if you are in a smaller company, you would
most likely run your reporting through a Chief Operations Officer. If you are in a
nonprofit organization, reporting is going to usually be handled by a Chief Financial
Officer. A balanced scorecard is supposed to help your company or business to
provide a framework to work with. Even with that framework in place your company
will still probably need to be customized to its individuality. Every business has a
different objective. Every business has its own mission. So it will take time to
figure out your companies goals and align them with the BSC.
The framework itself of balanced scorecards takes time and a lot of dedication for
the company to start to figure it out. There is a lot involved with tons of resources
and tons of case studies. It would be easy to get bogged down with the many
different ways of using this method. It is better in some cases you use this method
than in others.
Companies using his work hard help some evaluate in pin point what needs to be
improved and what can stay the same. There are four different areas that are are as
follows internal business process, customers point of views, financial and growth.
We’re looking at all four of these areas that are listed and evaluating using the
scorecard most companies want to know what they are satisfied with as far as what
can stay the same. Personal opinion is I believe that everything is always open for
improvement but sometimes they want to focus more on the customers one of you
or we satisfying our customer service for full capabilities? In most situations I would
say that the financial part is always capable of being changed. there’s always ways
to try to cut costs, but sometimes if you cut too much, your customer satisfaction
goes down. looking at the overall scorecard I see that even though one thing maybe
higher than the others does it make it less important. I don’t feel as if using his
work card will always have its advantages. A balanced scoreacard is used when
companies are looking for a tool to identify internal and external function. This will
assist them with pinpointing and improving upon various functions that will result in
a positive outcome. When using the balance scorecard, there are four areas that the
companies need to focus on in order to arrive at a beneficial result: 1) Customer's
point of view 2) Internal business processes 3) Growth and learning 4) Financial
perspective. When developing visions and goals for the company the scorecard
provides an outline of the key areas. Executives and managers would be in charge
of the scorecards because they are the ones that set the vision and goals of the
company. Most of often it would be the managers that would untimately be in
charge because they are the ones who most likely communicate the vision and goals
to the front line workers. The scorecard would be most useful when introducing a
new vision to the organization. It helps companies adapt to trends and the changes
in society. It will also be used when management discusses measurable goals with
their team to illustrate how the goals should align with processes. The scorecard is
also useful when a company wants to know where it stands with their customers.
Recently the city conducted a citizen survey asking citizens what they would like to
see more of such as: 1) family oriented establishments 2) more eat in restaurants 3)
more high end stores, etc. While this approach may assist them with the citizen
perspective and the learning perspective it would not do much for the financial
perspective because it is city government which involves tax payer money. Also, a
scorecard is only as effective as the management and if there is not an effective city
manager in place the scorecard proves ineffective. The scorecard would be most
beneficial customer driven industries that rely both internal and external customers.
A Balanced Scorecard is a process that helps improve internal and external strategic
performance by assisting in the measurement of the nearness of the goals from an
executive standpoint. It measures 4 different aspects: Learning and growth, business
processes, customers, and finance.
Every company has different goals and their goals do not necessarily line up with
the goals of the next company. Some may focus more on customers than the learning
and growth because they feel that they have reached their potential and desire to
focus on longevity. There are many different reasons as to why one may find one
aspect more important than another but they all work together to reach one common
goal, success.
A Balanced Scorecard is a strategic management performance metric used to identify
and improve various internal business functions and their resulting external outcomes.
This can be used to measure and provide feedback to organizations. The information
provided by the scorecard helps management to make better decisions for the future
of their organizations, (Tarter, 2022).
A companies executives or team leaders can benefit from creating and implementing
a balanced scorecard into their evaluation process. How often the company use the
scorecard depends on the needs of the company.
There are four perspectives of the Balance Scorecard: financial, business process,
customer, and organizational capacity. These perspectives allow organizations to be
informed of their shortcomings and come up with strategies to overcome them as
well as helps to identify what metrics actually matter to the company.
For example if a companies mission is to ensure a high level of customer
satisfaction, a balance scorecard can be used to measure this goal. It can help
determine if this specific metric is high or low and determine the actions needed to
improve, (Tarter, 2022).
The balance scorecard may also be used by a company as a means of communication
to employees throughout the company. It can provide a clear picture of the
companies mission, goals and where the organization currently stands in meeting
those expectations. It allows the employees to be included and informed by
displaying how their performance contributes to the organizations targets, (Tarter,
2022). Many companies track and manage their organizational strategy by using the
Balance Scorecard. This sort of system centers around indicators that are equally
balanced which can determine the outcome of a company goal(s). BSC is most useful
for tracking strategic performance through monthly annual and quarterly reports.
Companies set strategic goals, define action plans and develop KPIs and metrics to
meet company goals. In utilizing the Balanced Scorecard, the outcome should result
in aiming to increase financial health, innovation, and customer satisfaction.Balance
Scorecard is used throughout many companies for being a viable estimation model as
it centers around future value. It empowers businesses to reach goals by taking goals
and breaking them into measures providing a cohesive strategy. Companies will find
that using the scorecard is adaptable ad used with a variety of programs and formats.
Some businesses find that it's important to align their activities with their strategies
and gauge their outcomes from those actions to acquire knowledge of their strategic
performance. They can rate their clients or customers over time along with
understanding how customers view their company. The balanced scorecard is an
instrument managers use to assess a company's performance. Rothaermel (2021)
stated, "This approach harnesses multiple internal and external performance metrics to
balance both financial and strategic goals" (p.171). It helps a company set strategic
goals, lay out an action plan, and use metrics to monitor its accomplishments. A
balanced scorecard is most useful when an organization wants long-term financial
achievement. The person in charge of the balanced scorecard should be someone with
specific personality traits such as organized, energetic, detail-oriented, time efficient,
and be able to communicate efficiently (Jackson, n.d.). This is not a one-person job.
It requires the cooperation of different areas of the organization to collect the
information needed for the balanced scorecard.The aspects of the balanced scorecard
are different for each organization because each company may want to focus on a
specific area. For example, company A wants to focus on the financial side of its
business, but company B wants to focus on customer satisfaction first. Therefore,
both parties will cover the financial, customer, internal process, and learning and
growth perspectives but will start with what is most important. A balanced score card
is when a corporation wishes to pinpoint the variables obstructing its performance, a
balanced scorecard is most helpful. It also enables a business to evaluate an activity's
success in relation to its strategic plans. The balanced scorecard is managed by
managers who are in charge of performance in an organisation. When considering
company objectives, the scorecard can offer information about the company as a
whole. The balanced scorecard approach can be used by an organisation to conduct
strategy mapping and determine where value is added inside the company. A BSC
can be used by a business to create strategic objectives and activities. Focusing on a
strategic issue important to the firm and using both financial and non-financial data
to develop plans are two of a balanced scorecard's essential characteristics. A
balanced scorecard (BSC) is a visual tool used to measure the effectiveness of an
activity against the strategic plans of a company. A key premise of the balanced
scorecard approach is that the financial accounting metrics companies traditionally
follow to monitor their strategic goals. The balance score card should be used when
a company is trying to have a competitive advantage. This can be used by managers.
The balance score card has four parts
How do customers view us?
How do we create value?
What core competencies do we need?
How do our shareholders view us?
How customers view us is very important to me on the Balance Score card it is very
important to know how a client or a prospective client will view you as a company. The
client has what is called word of mouth so if a client feels that a company is not a good
company , they can begin to tell people this can hurt profits. So doing like surveys can
help like in Market Research to assist with knowing what the client thinks. Then you can
find your target audience and go from there to make changes where needed. A Balanced
Scorecard is a strategic performance management tool which organizations use that
generally consists of three components. It assists organizations set strategic goals, develop
a metrics and key performance indicators that will allow the organization to form a
strategic action plan to would ultimately deliver its strategic goals. Possible one of the
better tools used in businesses, Balanced Scorecards are created and are the responsibility
of manager/s or a management firm. It is the idea of grasping four perspectives to
strengthen the organization. Those four perspectives are financial, customer,
learning/growth, and internal processes. For the BSC to be successful, there must be a link
or bond between these perspectives. The financial perspective is what the organization
wants overall. The gain of profit or revenue, the setting of the action goal and the key
performance indicators. The customer perspective is the goals or relationship you want
with the consumer. If there is a new product launch or there is a targeted consumer that
interests the business. This would be beneficial to the organization by making metrics,
goals and ideas a priority. The internal processes will give the organization input on what
it need to be good at. The areas that it needs to be focused on to deliver and satisfy
the consumer and maximize quality results. The learning and growth perspective is the
investment that the organization may have on its staff. The impact they bring to the
organization. The skills and qualifications that can be beneficial. The culture of the
organization. The leadership and structure of the organization. The BSC can be different in
different organizations. If the organization focus was more environmentally friendly, then
the scorecard would have and additional focus. If the organization were to focus on
government agencies the scorecard change. Not all will be the same, but it is important
that the scorecard maintains a relationship. The term balanced scorecard (BSC) refers
to a strategic management performance metric used to identify and improve various
internal business functions and their resulting external outcomes. Used to measure and
provide feedback to organizations, balanced scorecards are common among companies
in the United States, the United Kingdom, Japan, and Europe. Data collection is
crucial to providing quantitative results as managers and executives gather and
interpret the information. Company personnel can use this information to make better
decisions for the future of their organizations.
• A balanced scorecard is a performance metric used to identify, improve, and
control a business's various functions and resulting outcomes.
• The concept of BSCs was first introduced in 1992 by David Norton and
Robert Kaplan, who took previous metric performance measures and adapted
them to include nonfinancial information.
• BSCs were originally developed for for-profit companies but were later
adapted for use by non-profits and government agencies.
• The balanced scorecard involves measuring four main aspects of a business:
Learning and growth, business processes, customers, and finance.
• BSCs allow companies to pool information in a single report, to provide
information on service and quality in addition to financial performance, and to
help improve efficiencies.
Working in an environment in which a monthly balanced scorecard is utilized to
share among the internal employees the business vision and strategy for our sales.
The scorecard is the most useful tool that supports the strategic impact objectives and
budgets. The vision strategy could be broken down to financial, customer, internal
processes, and learning growth. It is used as an internal view to improve business
outcome for their external customers as the result. For example, the scorecard is a
performance metric used as a strategy created by chief financial manager and analytic
team within my company. With in the company the scorecard is utilized specifically
to justify employee job and sales performance metrics. The balanced scorecard will
follow the vision of the company and focal point showing the strategic metric goals.
The sales managers take those results and budget forecast for the next fiscal period,
as well adjust the weakness levels not achieved. Not one scorecard is the same from
company to company and should differ based on the organization’s strategies and
objectives. For example, a key performance metric would not match at McDonald’s
drive-thru window operations versus direst sales representative. It provides the
example that each company strategic metrics need to reflect customer experience and
operations objectives. Also consider that justifying an employee head count, execute
strategies, and improve the organizations performance has a purpose. Traditional
performance measures for companies worked well for years when it came to tracking
financial metrics like earnings per share and return on investment. In today's era of
innovation and digital transformation, those financial metrics do not illustrate how a
company is focused on continuous improvement and innovation and is insufficient in
measuring their long-term sustainable success.
A balanced scorecard is used by a company that is wanting a balanced presentation
of how they are performing not only from a financial perspective but also
operationally. These operational measurements include things like customer
satisfaction, process enhancements, and strategic priorities for innovation to provide
insights on how the company is driving for future financial success. The financial
measures will display the outcomes of this focus. This approach is most useful for
any company that has established a solid business and is aware that the financial
metrics that got them to where they are will not take them to where they want to
be. They need operational focus and attention to drive their future financial
expectations. The management team should be responsible and accountable for the
goals and objectives tracked on their balanced scorecard. Younger companies will
have more focus on the financial aspects as they grow the business and ensure they
are creating free cash flow to be able to invest in the company for future growth.
Mature companies will have more focus on the operational and strategic components
of the scorecard, as they will have emphasis on what is a priority to have attention
to drive for future growth and financial goals. The balanced scorecard (BSC) is a
strategic planning and management system. Organizations use BSCs to:
• Communicate what they are trying to accomplish
• Align the day-to-day work that everyone is doing with strategy
• Prioritize projects, products, and services
• Measure and monitor progress toward strategic targets
The name “balanced scorecard” comes from the idea of looking at strategic measures
in addition to traditional financial measures to get a more “balanced” view of
performance. The balanced scorecard involves measuring four main aspects of a
business: Learning and growth, business processes, customers, and finance. The
balanced scorecard is a strategic planning and management system that organizations
use to focus on strategy and improve performance.
Specific reasons that a company would use a Balanced Scorecard might include:
Communicating the business vision and strategy. Share objectives that support the
business's vision and strategy. Show how these strategic objectives impact long-term
goals and budgets.
If this business is a nonprofit or government organization, reporting is usually
handled by the Chief Financial Officer. It requires an involved exercise and the
necessary expertise to do it properly. Balanced Scorecard is typically started by senior
leaders. A company's balanced scorecard differs from company to company because it
is based on and supports each company's strategy. Since each company's strategy is
different, their balanced scorecards differ.
A balanced scorecard is a strategy implementation tool that draws from multiple
internal and external performances. Managers are would be in charge of creating a
scorecard. A balanced scorecard helps managers approach balanced financial and
strategic goals. This helps managers to achieve their objectives more effectively. A
scorecard is needed when a company is trying to assess its performance in a more
strategic and accurate way. The scorecard allows the company to view its
shortcomings from a more holistic company perspective. The balanced scorecard
allows managers to communicate and link strategic vision to responsible parties,
translate the vision into a measurable operational goal, design and plan business
processes, and implement feedback and tools to change and adapt strategic goals.
Some companies would not benefit from this that are trying to do strategy
formulation instead of strategy implementation. The balanced scorecard is only if the
company has already established a competitive advantage. If the company has not
formulated a strategy to enhance or sustain competitive advantage, then the scorecard
will not be effective. Also, if the managers are not capable of providing data and
doing the work, a balanced scorecard will not be a good choice. When considering
company’s objectives, the scorecard can offer information about the company as a
whole. The term balanced scorecard (BSC) refers to a strategic management
performance metric used to identify and improve various internal business functions
and their resulting external outcomes. When a corporation wishes to pinpoint the
variables obstructing its performance, a balanced scorecard is most helpful. It also
enables a business to evaluate an activity's success in relation to its strategic plans.
The balanced scorecard is managed by managers who are in charge of performance
in an organization. Used to measure and provide feedback to organizations, balanced
scorecards are common among companies. A very strong framework is needed to
communicate and build strategy. BSCs were originally meant for for-profit companies
but were later adapted for nonprofit organizations and government agencies. It is
meant to measure the intellectual capital of a company, such as training, skills,
knowledge, and any other proprietary information that gives it a competitive
advantage in the market. The balanced scorecard model reinforces good behavior in
an organization. There are many benefits to using a balanced scorecard. For instance,
the BSC allows businesses to pool together information and data into a single report
rather than having to deal with multiple tools. This allows management to save time,
money, and resources when they need to execute reviews to improve procedures and
operations. Corporations may use internal methods to develop scorecards. 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. A
Balanced Scorecard would be most useful to companies that have multiple divisions,
large corporations and franchises, however, even small businesses can benefit from
the Balanced Scorecard. Executives should be the first to implement the Balanced
Scorecard, then having divisional managers start doing them monthly, with the
executive officers doing them quarterly. This would be a good thing for a board of
directors to see. Being that the Balanced Scorecard is a metric to balance both
financial and strategic goals, and to help pull in internal and external performance
metrics, any company small or large could benefit if they would like to reach a
competitive advantage.Say you are a small home grown business (sole proprietor,
partnership or an LLC). You would not have shareholders, so knowing how
shareholders view you would not be apart of the scorecard. For the most part, how
the customers view you, how do you create value and what core competencies do
you need, these are all things that any company big or small company needs to look
at if they are going to grow and be profitable. A balance scorecard is a performance
metric used in statistic management to identify and improve various internal functions
of a business and their resulting external outcomes. A scorecard would be useful in
a business by ensuring that companies are measuring what actually matters and it
also show how strategic objectives impact long term goals and budgets. I would think
that a manager would be the one in charge of the balance scorecard because the
scorecard lists financial goals, customer goals, internal business goals and innovation
goals. So, you would not just want anyone to have all that kind of information, they
might use that against the company, so you need someone with authority to keep
track of all that information. Every company would be different since every balance
scorecard is different. like a large company might find using balance scorecard
difficult but a small company would find it easy, and this is because with large
amounts of data complexity in managing the balance scorecard will increase. I know
before this class I have never heard of balance scorecards, so this is very interesting
to me. A balanced scorecard is a a way that an organization can plan and manage
systems used to bring into line the business actions to the vision and strategic of the
organization. It also helps improve their strategic plans to better the organization. The
scorecard provides the company with a way to realize their inadequacy from a more
viewable approach. It helps them create more realistic and strategically placed goals
to help with their objectives. It also helps them target any issues within the
organization and tighten up those issues for the betterment of the business.
Unfortunately, the scorecards can sometimes be used for an organization but not all
organization can use it. The scorecard needs to be personalized for said organization
also it needs to match the organization leadership. It gets complicated if the leader
of the organization does not know the goals and perceptive of the business.
Balancing the scorecards takes time and dedications to understand the ins and outs of
the organization especially since it requires a lot of report information from both the
leaders and specific colleagues . A balanced scorecard is a strategy implementation
tool that draws from multiple internal and external performances. Managers are would
be in charge of creating a scorecard. A balanced scorecard helps managers approach
balanced financial and strategic goals .This helps managers to achieve their objectives
more effectively. A scorecard is needed when a company is trying to assess its
performance in a more strategic and accurate way. The scorecard allows the company
to view its shortcomings from a more holistic company perspective. The balanced
scorecard allows managers to communicate and link strategic vision to responsible
parties, translate the vision into a measurable operational goal, design and plan
business processes, and implement feedback and tools to change and adapt strategic
goals . Some companies would not benefit from this that are trying to do strategy
formulation instead of strategy implementation. The balanced scorecard is only if the
company has already established a competitive advantage. If the company has not
formulated a strategy to enhance or sustain competitive advantage, then the scorecard
will not be effective. Also, if the managers are not capable of providing data and
doing the work, a balanced scorecard will not be a good choice. Value chains were
introduced by Michael Porter back in 1985 . Since then, value chains have been used
by many organizations in the United States and abroad. Value chains revolutionized
strategic planning as it forced managers and leaders to look at processes across
different activities rather than looking at department and divisions performance. Porter
wrote that each industry has common activities that they execute to transform inputs
into outputs for customers. Porter further separated the activities into primary
activities and secondary activities. ss
So, what does that mean? Simply put, value chains allow managers to identify their
business activities, which then are analyzed and made unique to reduce costs and
increase differentiation. The more unique a value chain is, the harder it is for
competitors to imitate them. For an example, take a look at Walmart’s value chain.
Walmart identified their suppliers, their distribution centers, the physical store, and
their shoppers as their focus of their value chain. Walmart had already identified their
goals and objectives, and additionally, had a good overarching strategic plan and
business plan. One of their objectives is to ensure that the merchandise replenishment
cycle is not over 48 hours in length. That means that if they run out of an item, or
a customer is looking for an item that the store does not have, Walmart will not
take more than 48 hours to make it available at a specific store. This is a big deal
for an organization this size! ss
Their value chain, then, had to be planned in such way that each activity could
complement each other. This is called fit, and the more fit value chains have, the
harder it is for any businesses to copy them and the more efficiencies can be gained.
By utilizing the identified support systems, Walmart is able to reach back to their
suppliers and warehouses promptly. By having a fully integrated supply chain, they
can ensure that items can be transported from the suppliers to the nearest warehouse
of the requesting store. Then, Walmart can truck the item to a specific store within
48 hours, thus meeting their objective. This practice decreases costs by carefully
planning warehouses in locations that will never be more than a 48 hour drive from
any of their stores. They also partner with suppliers who can quickly and accurately
deliver their items to warehouses at a cost that is acceptable to maintain their low
cost provider strategic posture. As stated above, value chains have been around since
1985, which means, current business trends must be taken into consideration.
According to an article written for Harvard Business Review, the increased use of
social media has a direct effect on how business can use value chains in the future
.Value chains are based on solid business activities conducted by businesses.
Customers can either select a product that is mass-produced, or they can select a
product that is uniquely made (think artisan in nature). The value chain model will
be a bit more challenging to implement when customers use social media to procure
something based on their specifications. By the way, the ability for customers to ask
for a preferred configuration of a product is rising and social media is often credited
for allowing this type of business model to be available to everyone. This business
model is difficult to plan for as it becomes more of a “pull” model of business
where customers have a direct input on how they want their product or service
delivered to them. I am not fully sold on the idea that value chains cannot be used
in the social media era. My opinion is that the model has the flexibility to add or
remove support systems as needed by a business. It also has a technology feature in
it. With proper planning, value chains can be helpful for businesses that chose to do
business through social media mediums. At the end of the day, each business has a
number of inputs that they process to create an output for their customers. Those are
the main ingredients used in value chains. The Balanced Scorecard is a management
system that targets translating an organization's strategic goals into a set of
organizational performance objectives, that in turn are measured, monitored, and
sometimes changed if necessary to make sure goals are met. A Balanced Scorecard
would be most useful for a company to communicate the business vision and
strategy. It helps organizations design key performance indicators which are called
KPI's for their various strategic objectives. I would like to believe that the Chief
Financial Officer or the top executives of the company would be in charge of
creating the Balanced Scorecard. A company's balanced scorecard can differ from
company to company because it is based on and supports each company's strategy.
Since each company strategy is different, that makes their balanced scorecards differ.
Using a balanced scorecard approach can be more beneficial for some companies
rather than others and that is because of its advantages and disadvantages. A few
advantages would be that the balance scorecard brings structure to business strategy,
makes communication easier, and facilitates better alignment. Disadvantages would be
that a lot of data is required and it can get complicated. To explain when a balanced
scorecard would be most useful you must first understand what the scorecard’s
purpose is, the balanced scorecard is an overview of the organizations strategic plan.
This scorecard provides the guidance and objectives of the company’s initiatives and
goals that align with their vision and strategy. The balance scorecard would be most
useful to strategically improve an organizations competitive advantage in new or
existing marketplaces. The balance scorecard will be devolved and maintained by the
manager that oversees performance within an organization. Though different aspects
of the scorecard are more beneficial to some organizations rather than others the
guiding concepts and tool can be applied to all companies. The way a scorecard is
utilized is what makes it more beneficial from organization to organization and can
change each year depending on what goals are trying to be achieved. Certain
companies are trying to focus on specific aspects within the scorecard but will still
utilize all parts to gather information needed to implement strategic plans. The
benefits of utilizing the balances scorecard are derivative of the actions of an
organization, though one time or another an organization might look to develop a
strategic plan that is similar to another organizations the aspects within the scorecard
will differ between organizations. I would have to say that due to the complexity of
different organizations that the benefits of different aspects of the scorecard are not
more beneficial to one organization over the other.
