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Balanced Scorecard

The Balanced Scorecard concept was developed by Robert S. Kaplan and David P. Norton in 1992 and published in the Harvard Business Review. The original goal was to use this concept in financial management, however it is now used as a tool to implement business strategy and integrate staff around corporate goals. The main objective is to define the strategies so that they can be implemented in the operational activities of the company. For the transformation of the vision and strategy into objectives and indicators, there are 4 perspectives that are used: financial, customer, internal and growth. These 4 perspectives provide a balance of both short and long-term goals as well as outcome and performance indicators. To ensure the planning and monitoring of strategic goals, the objectives and indicators are assigned target values. Regularly, the values can be compared with the target values, hence the Scorecard concept. With the Balanced Scorecard, a "double-loop" process is possible. The framework can be adapted based on iterative changes and strategies altered based on a changing circular process.

Strategy and Implementation

Three ingredients are essential for business success with CONOSCOPE: the development of policy alternatives, the active decision of a strategy and its targeted implementation.

Strategy

Based on our analysis, we develop strategic options and evaluate them. We use our Service Innovation Lab as well as our Country and Topic Experts, depending on customer needs. Jointly with time and cost planning, CONOSCOPE develops a concrete action plan to implement the strategy.

Implementation

With the implementation of the strategy, we take over, with the permission of the Management, certain functions of the realisation plan to ensure that the company can focus on the on-going operations, while we focus on the strategy's implementation.

Focus

Our principle is: There are always people who act. Concepts and CONOSCOPE proposed measures take into account the employees as the companies do: seeing them as partners and stakeholders in success.

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2019
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