BSC Chadwick Case Study
Traditional financial performance metrics provide information about a firm's past results, but are not well-suited for predicting future performance or for implementing and controlling the firm's strategic plan. By analysing perspectives other than the financial one, managers can better translated the organisation's strategy in to actionable objectives and better measure how well the strategic plan is executing.
The Balanced Scorecard is a management system that maps an organisation's
strategic …show more content…
To be preferred supplier
Internal Process Perspective
% of sales from new products Ontime delivery
Share of key
Number of cooperative efforts Internal business process objectives address the question of which processes are most critical for satisfying customers and shareholders. These are the processes in which the firm must concentrate its efforts to excel.
Cycle time, yield
Increase design productivity
Reduce product launch delays
Actual launch date vs.plan
Learning and growth perspective
Learning and growth metrics address the question of how the firm must learn, improve, and innovate in order to meet its objectives. Much of this perspective is employee-cantered. Objective
Time to market
Time to new process maturity
% of products representing 80% of sales
Time compared to that of competitors
Achieving strategic alignment throughout the Organisation
Whereas strategy is articulated in terms meaningful to top management, to be implemented it must be translated into objectives and measures that are actionable at lower levels in the organisation. The BSC can be cascaded to make the translation of strategy possible.
While top level objectives may be expressed in terms of growth and