Performance Measurement Using The Balanced Scoreca

Executive Summary
This paper is organized to discuss the framework called the match bill (BSC), by Robert Kaplan and David Norton, translates an R2is mission and dodging into a all-around(prenominal) set of performance measures that provides the framework for a strategic measure and management system. The BSC was developed to measure both current run performance and the drivers of future performance. The objectives and measures on a equilibrize Scorecard should be derived from the business units strategy. A scorecard should contain gist measures and the performance drivers of those outcomes. The scorecard measures organizational performance across a set of leading and lagging performance indicators grouped into quartet linked perspectives: financial, customer, internal processes, and learning and growth. Processing complex, unstructured breeding bunghole be difficult.
The BSC enables R2i to track short-term financial results spell simultaneously monitoring their progress in building the capabilities and acquiring the intangible assets that generate growth for future financial performance. The BSC enables managers to monitor and adjust the implementation of their strategy, and to make fundamental changes in the strategy itself. The BSC provides a representation of the organizations share vision.



The BSC communicates a holistic stupefy that links individual efforts and accomplishments to business unit objectives. Thus, a shared vision and shared performance model, structured around the Balanced Scorecard, provides an essential element for a strategic learning process.
Since match scorecards can include many measures, this paper presents a methodological analysis to help managers manage the complexity. The step-by-step process explained here can lead to accurate and consistent evaluations using both valued and qualitative performance measures, and makes R2i a high performing entity.
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