The methodology recognizes that learning and growth is the platform where the entire system is based and where the objectives are defined. u The bottom of the methodology is not confined to only one perspective, but considered as simultaneous. Identifying the relationships between them. u establishing a chain of cause – effect that allows you to take the necessary initiatives at every level. Advantages. It is known that the Balanced Balanced Scorecard, as described by Norton and Kaplan (Balanced Scorecard, Management Issues, 1997) does more than measure, ie, if built properly, a balanced scorecard can communicate, provide feedback ( feedback), create, learn and align strategic objectives with daily operational control.
In other words, it can be noted that the Balanced Scorecard is a tool to translate the vision of the organization expressed through its strategy, objectives and specific terms for dissemination to all levels by establishing a system of measuring achievement of those objectives. The Balanced Scorecard integral box or demand, solves a critical need for management information that has been unsatisfied until now complements indicators for measuring results performance with financial and nonfinancial indicators of the key factors that will influence future results, derived from the vision and strategies of the organization. The Balanced Scorecard emphasizes the conversion of vision and strategy of the company’s strategic objectives and indicators. This is the organization from four perspectives: financial, customer, internal business processes, learning and growth. Of course, the scorecard can assist a powerful atmosphere of continuous learning within an organization.
The name reflects the balance between short-term objectives and long term, between financial and nonfinancial measures, including provisional indicators and historical perspectives and between external and internal action. The scorecard is something that a measurement system, the new measurement system to communicate and align the organization with new strategies, far from the historical approach and short-term cost reduction and low-priced competition to the generation of increasing opportunities providing customers with products and services with added value and as a vehicle to help the company to translate and put into practice the strategy. The balanced scorecard transforms the mission and strategy into objectives and indicators organized, it also provides a framework, structure and language to communicate the mission and strategy, is expected to channel the energies, skills and specific knowledge all staff of the organization towards achieving the long-term goals. The measures of the scorecard should be used in a different way, to articulate and communicate the business strategy to communicate the multi-departmental business strategy and to achieve a common goal. The four perspectives of the scorecard, the financial, customer, internal process of the formation and growth, allow the balance between short-term objectives between desired outcomes and inducers of action between these results and hardest objective measures and softer and subjective, although the multiplicity of indicators in a balanced scorecard can confuse seemingly dashboards built properly, as they contain a unity of purpose, because the measures are directed towards achieving an integrated strategy. Impact. u strengthen human resources, technological, and cultural information and these are aligned with the expectations of customers, which will eventually be the basis for achieving financial results to ensure achievement of vision. u The indicators are tools to control the behavior and to evaluate past performance, but the integrated control panel should be used to: articulate and communicate the business strategy to communicate the business strategy and to coordinate initiatives to align individual, organizational in order to achieve a common goal, not as a system of control.