According to Carson and Dent (2007), a balanced score is critical for motivation in business. A balanced scorecard is an imperative aspect of management systems that facilitate organizational clarification of visions and strategies as well as translating them into actions. The feedback leads to continued improvement of the external outcomes and the processes that take place internally. The internal processes perspective is critical in satisfying the needs of the customers and encounter the financial goals of the organization. The firm must maximize and concentrate on the internal processes as they play a significant role in pushing the business towards success.
The mission of the business is delivering products and services that suit consumer needs.
The vision is to leading the leaders in household-bases products and solutions.
The customer evaluates an organization in terms of time, quality, and levels of performance as well as cost rates. Thus the objectives in customer strategies should effective embrace this. Examples of customer strategy objectives include:
The balance score card is important intranslating the organizational strategies into parameters that can be measured. This is because the strategies can be effectively communicated to the stakeholders in the firm. Moreover, the personal goals are easily aligned with the company’s strategic goals. The BSC appreciates that the set measures impact the behaviors of the workers. Thus, the response of the implementation processes result in strategic planning processes.
For the BSC to be effective, the strategy adopted should be well-defined. This is coupled with appreciating the strategic goals and metrics. The incorporation of the balanced scorecard is likely to fail if it is not well-defined before implementation.
It is worth noting that the objectives are interrelated in this perspective. For example, the innovation objective poses a challenge due to the technological aspect involved. This affects the learning level (Norton & Kaplan, 1992). The value the innovation will add to the consumer is also evaluated by the engineers working on the innovation.
Carson, P. A., & Dent, N. J. (2007). Good clinical, laboratory and manufacturing practices: Techniques for the QA professional. Cambridge: RSC Publ.
Kaplan, R. & Norton, D. (1992). The balanced Scorecard_ Measures that Drive Performance. Harvard Business Review. Accessed at:
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