Sam Mahmoudizad
Putting the Balanced Scorecard to Work Executive Summary
The Balanced Scorecard gives executives the opportunity to convert their company’s strategic objectives into a actual performance measures.
Measures can be chosen from four different areas. Along with traditional financial measures, there is the customer perspective, internal processes, and an innovation and improvement perspective.
The scorecard can function as the core of a company’s present and future success while providing a balance between both external and internal measures.
Every company may have a different Balanced Scorecard based on different situations, strategies, and competitive business environments.
Through the use of The Balanced Scorecard, Rockwater was able to assert a process view of operations, motivate employees, and integrate customer feedback into its operations.
The Balanced Scorecard also assisted Rockwater in realizing the importance of creating relationships with important customers, the importance of order-of-magnitude reductions in safety involved incidents, and the need for improved management in all facets of long-term projects
Apple’s goal in implementing The Balanced Scorecard was to steer senior management into creating goals beyond just gross margin, return on equity, and market share.
Apple used The Balanced Scorecard as a planning device, not a control device.
Apple’s management prioritized in order: customer satisfaction, core competencies, employee commitment and alignment, market share, and shareholder value.
Advanced Micro Devices showed that The Balanced Scorecard is best suited to