Strategic control: meshing critical success factors with the balanced scorecard

2002 ◽  
Vol 35 (4) ◽  
pp. 347 ◽  
Keyword(s):  
Balanced Scorecard ◽  
Critical Success Factors ◽  
Success Factors ◽  
Strategic Control ◽  
The Balanced Scorecard ◽  
Critical Success

scholarly journals Measuring Business Performance: Emerging Perspectives Of The Balanced Scorecard

2011 ◽  
Vol 2 (5) ◽  
Author(s):  
Robert McGinty
Keyword(s):  
Balanced Scorecard ◽  
Business Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Financial Information ◽  
Font Size ◽  
Bottom Line ◽  
The Balanced Scorecard ◽  
Ski Resorts ◽  
Critical Success

<p class="MsoBodyText" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Benchmarking business performance over time is an emerging managerial capability that is used for continuous improvement of existing value adding activities and processes that become leading indicators of strategic success.<span style="mso-spacerun: yes;">&nbsp; </span>To achieve this success, corporations first define success, and then they decide how to get there from where they are presently.<span style="mso-spacerun: yes;">&nbsp; </span>Financial information has long been the language of business with accountants adding up the numbers and defining success in bottom-line figures.<span style="mso-spacerun: yes;">&nbsp; </span>What have been missing are the non-financial elements of business enterprises, elements that can be quantified and linked to the bottom line as predictors of financial success. This paper utilizes Kaplan &amp; Norton&rsquo;s Balanced Scorecard (BSC) and an extensive pilot study of ski resorts to explore an awareness of using non-financial information as a supplement to financial information in explaining overall strategic performance in one segment of the tourism industry. </span></span></p><p class="MsoBodyText" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">&nbsp;</span></span></p><p class="MsoBodyText" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Leading and lagging indicators of a non-financial nature were used in the study to help focus on the strategic and operational management practices at selected ski resorts in Colorado, Montana, Canada, and the Pacific Northwest.<span style="mso-spacerun: yes;">&nbsp; </span>A list of potential critical success factors and non-critical success factors that help build value and best business practices for ski resort management, were identified through written and oral interview survey techniques following a combination Delphi &amp; Nominal Group Techniques.<span style="mso-spacerun: yes;">&nbsp; </span>Previous work on the balanced scorecard by Kaplan and Norton aided in the identification and description of indicators within each of four balanced perspectives.<span style="mso-spacerun: yes;">&nbsp; </span>Recognition of the intuitive elements of non-financial measures represents a departure from prevalent theory that favors the more traditional financial perspective.</span></span></p>

scholarly journals Balanced Scorecard Critical Success Factors of Jordanian Commercial Banks and Its Effect on Financial Performance

2018 ◽  
Vol 7 (3) ◽  
pp. 146 ◽  
Author(s):  
Mohanad Fayiz Saleem AL-Dweikat ◽  
Mohmoud Ibrahim Nour
Keyword(s):  
Factor Analysis ◽  
Financial Performance ◽  
Balanced Scorecard ◽  
Commercial Banks ◽  
Structural Equation ◽  
Critical Success Factors ◽  
Success Factors ◽  
Top Management ◽  
Strategic Intent ◽  
Critical Success

The present study aimed to identify the Critical Success Factors of balanced scorecard at Jordanian Commercial Banks, as well as, reveal its effect on Financial Performance The study adapts the quantitative method to achieve their objectives. A randomaly sample of the employees of the higher and middle administrations (managers, deputies, their assistants and sector managers) at Jordanian Commercial Banks selected totaling (120) individuals. Exploratory Factor Analysis, Reliability, Confirmatory Factor Analysis and Structural equation Modelling was performed. The results indicate that the Top Management, Strategic intent, HR aspects and Systems and techniques are Critical Success Factors of balanced scorecard with reliable and valid. Inaddition, the Top Management, Strategic intent, HR aspects and Systems and techniques Success Factors positively effect on financial performance at Jordanian Commercial Banks.

scholarly journals Pendekatan Metode Ward And Peppard Untuk Perencanaan Strategis Sistem Informasi DISPERINNAKER Kota Salatiga

2021 ◽  
Vol 8 (2) ◽  
pp. 480-493
Author(s):  
Shania Arum Destyarini ◽  
Andeka Rocky Tanaamah
Keyword(s):  
Balanced Scorecard ◽  
Value Chain ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success

DISPERINNAKER Kota Salatiga merupakan instansi pemerintah yang bergerak pada bidang Perindustrian dan Ketenagakerjaan. Sistem informasi dan teknologi informasi (SI/TI) merupakan sarana untuk mencapai kesuksesan dalam menunjang keberhasilan visi dan misi pemerintah guna mewujudkan pemerintahan era digital. Namun, saat ini proses bisnis pada DISPERINNAKER belum semuanya didukung dengan penggunaan SI/TI, sehingga proses kinerjanya belum berjalan dengan efektif dan efisien. Maka dari itu diperlukannya sebuah perencanaan strategis SI/TI yang baik dan terencana. Penelitian ini menggunakan pendekatan metode Ward and Peppard yang terdiri dari Analisis SWOT dengan tambahan Matrik IFE dan EFE yang digunakan untuk mengevaluasi faktor-faktor internal dan eksternal dengan melihat kekuatan, kelemahan, peluang, dan ancaman utama dalam organisasi, Analisa Value Chain, Metode Critical Success Factors (CSFs) Berdasarkan IT Balanced Scorecard, dan Mc Farlan’s Strategic Grid yang akan menghasilkan gambaran kebutuhan sistem informasi, solusi, dan rekomendasi strategi sistem informasi yang nantinya dapat dirumuskan sebagai perencanaan strategi untuk rencana implementasi yang akan dilakukan dalam kurun waktu 4 (empat) tahun yang akan datang.

scholarly journals Critical Success Factors (CSFs) of Balanced Scorecard Implementation in Public Sector Institution (A Study in the Ministry of Foreign Affairs (MoFA) Indonesia)

2020 ◽  
Vol 006 (01) ◽  
pp. 118-126
Author(s):  
Bernard Teguh Rizaldi Sirait ◽  
Andy Fefta Wijaya ◽  
Fadillah Putra
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Critical Success Factors ◽  
Success Factors ◽  
Foreign Affairs ◽  
Management Tools ◽  
Critical Success ◽  
Determining Factors ◽  
Study Support

Implementing Balanced Scorecard (BSC) in public sector’s performance management system is interesting, due to public sector’s concern for performance measurement. As one promising performance management tools, BSC was originally designed for the private sector institution, but later gaining its popularity among the public institutions. How well BSC implementation is possibly determined by some Critical Success Factors (CSFs). This study examined some CSFs in the BSC implementation in the Ministry of Foreign Affairs (MoFA) Indonesia using a qualitative study with an interactive model by Miles at al., (2014). This study found that BSC implementation brought changes in the MoFA’s performance, despite the absence of organizational changes for BSC adaptation. Top and middle management attention for the implementation and training and education are the most determining factors in the BSC implementation in MoFA. This study support the importance of the four CSFs examined in this study in implementing BSC in public sector.

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