{"id":958,"date":"2021-01-13T16:11:29","date_gmt":"2021-01-13T14:11:29","guid":{"rendered":"http:\/\/megacom-int.com\/?page_id=958"},"modified":"2021-01-13T16:11:29","modified_gmt":"2021-01-13T14:11:29","slug":"balanced-scoreboards","status":"publish","type":"page","link":"http:\/\/megacom-int.com\/?page_id=958","title":{"rendered":"Balanced Scoreboards"},"content":{"rendered":"\n

The \u201cBalanced Scorecard (BSC)\u201d is a relatively new approach to strategic management that was developed in the early 1990\u2019s by Drs. Robert Kaplan (Harvard Business School) and David Norton. The BSC approach provides a clear prescription as to what companies should measure in order to \u2018balance\u2019 the financial perspective.<\/p>\n\n\n\n

Service Description<\/h3>\n\n\n\n

The \u201cBalanced Scorecard (BSC)\u201d is a relatively new approach to strategic management that was developed in the early 1990\u2019s by Drs. Robert Kaplan (Harvard Business School) and David Norton. The BSC approach provides a clear prescription as to what companies should measure in order to \u2018balance\u2019 the financial perspective.<\/p>\n\n\n\n

The BSC suggests that we view the organization from four perspectives, and develop metrics, collect and analyse data related to each of these perspectives:<\/p>\n\n\n\n

\u2022 learning and growth perspective;<\/p>\n\n\n\n

\u2022 business process perspective;<\/p>\n\n\n\n

\u2022 customer perspective; and<\/p>\n\n\n\n

\u2022 financial perspective<\/p>\n\n\n\n

In this context, Megacom works in close collaboration with its clients\u2019 teams (Corporate and Departmental teams) to develop the corporate and departments balanced scorecards. This would be achieved in 5 distinct steps;<\/p>\n\n\n\n

\u2022 Build the Strategic Linkages; <\/em><\/strong>or building the strategy maps. This activity captures the currently existing strategies and documents them. A strategy map describes what the organization needs to do to be successful.<\/p>\n\n\n\n

\u2022 Determine the Indicators of Success; <\/em><\/strong>a successful scorecard would start with indicators and not measures. For example, how many litres of fuel a car consumes each 100 KM could be considered as an indicator of the car shape, not a measure, as indicators may cover a wide range of causes (poor engine performance, soft tires, etc.)<\/p>\n\n\n\n

\u2022 Identify Processes, Projects and Measures; <\/em><\/strong>to define the core processes in the organization and decide which of them is critical to the strategic objectives on the strategy map. This would enable the organization to learn the strategic impact of each process.<\/p>\n\n\n\n

\u2022 Build the Scorecard Process; <\/em><\/strong>and integrate it with other existing processes (e.g. financial analysis, budgeting, etc.)<\/p>\n\n\n\n

\u2022 Launch the Scorecard; <\/em><\/strong>it is most important that the scorecard would be in the hands of the organization as soon as possible. Launching the scorecard should involve public presentation, management open support and building a consensus for the next steps.<\/p>\n\n\n\n

See also different:<\/h2>\n\n\n\n

<\/a><\/p>\n\n\n\n

\"Marketing<\/figure>\n\n\n\n

Marketing and Export Systems<\/p>\n\n\n\n

One of the most fundamental factors in the success of any organization is its capability to develop and deploy the right marketing mix.<\/a><\/p>\n\n\n\n

\"Monitoring<\/figure>\n\n\n\n

Monitoring and Evaluation (M&E) Systems<\/p>\n\n\n\n

An M&E System should be comprehensive, yet practical and easy to use by non-technical personnel. It should clearly define types of data to be collected, who will collect it, how and how often it is collected, how it is validated, how it is […]<\/a><\/p>\n\n\n\n

\"Strategic<\/figure>\n\n\n\n

Strategic Planning<\/p>\n\n\n\n

The process for developing a strategic plan involves several activities, where Megacom works in close collaboration with its client throughout the whole process.<< return to our Service<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

The \u201cBalanced Scorecard (BSC)\u201d is a relatively new approach to strategic management that was developed in the early 1990\u2019s by Drs. Robert Kaplan (Harvard Business School) and David Norton. The BSC approach provides a clear prescription as to what companies Read More …<\/a><\/p>\n","protected":false},"author":15,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":[],"_links":{"self":[{"href":"http:\/\/megacom-int.com\/index.php?rest_route=\/wp\/v2\/pages\/958"}],"collection":[{"href":"http:\/\/megacom-int.com\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/megacom-int.com\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/megacom-int.com\/index.php?rest_route=\/wp\/v2\/users\/15"}],"replies":[{"embeddable":true,"href":"http:\/\/megacom-int.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=958"}],"version-history":[{"count":1,"href":"http:\/\/megacom-int.com\/index.php?rest_route=\/wp\/v2\/pages\/958\/revisions"}],"predecessor-version":[{"id":959,"href":"http:\/\/megacom-int.com\/index.php?rest_route=\/wp\/v2\/pages\/958\/revisions\/959"}],"wp:attachment":[{"href":"http:\/\/megacom-int.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=958"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}