Management of Large Balanced Scorecard Implementations

2001 ◽  
pp. 231-239
Author(s):  
Peter Verleun ◽  
Egon Berghout ◽  
Maarten Looijen ◽  
Roel van Rijnback
Keyword(s):  
Resource Management ◽  
The Netherlands ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Business Performance ◽  
Information Resource ◽  
Massive Data ◽  
Insurance Company ◽  
Management Framework ◽  
The Balanced Scorecard

In this chapter, established information resource management theory is applied to improve the development and maintenance of large balanced scorecard implementations. The balanced scorecard has proved to be an effective tool for measuring business performance. Maintaining a business-wide balanced scorecard measurement system over a longer period implies, however, many risks. An example of such a risk is the excessive growth of scorecards as well as scorecard metrics, resulting in massive data warehouses and difficulties with the interpretation of data. This is particularly the case in large organisations. This chapter proposes balanced scorecard management framework that is illustrated with the experience gathered from the company-wide balanced scorecard implementation in the insurance company Nationale-Nederlanden in the Netherlands.

The Benefits of an E-Business Performance Measurement System

2011 ◽  
pp. 158-169
Author(s):  
David Barnes ◽  
Matthew Hinton
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Business Performance ◽  
Best Practice ◽  
Performance Metrics ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Business Operations ◽  
Performance Measurement Systems

This chapter investigates how organizations have been adapting their performance measurement practices in response to their adoption of e-business in their business operations. It aims to identify the features and benefits of an effective e-business performance measurement system. Twelve organizations known to have had some success in developing performance measurement systems suitable for the online environment were studied. The researchers found that these organizations adopted an incremental rather than a radical approach to changing their performance measurement system for e-business, thereby avoiding the costs and disruption associated with the introduction of more complex performance metrics. Secondly, they eschewed the use of best practice recipes (such as the balanced scorecard). The study concludes that although these results may be at odds with the prescriptive generic performance measurement literature, they may be appropriate for the current state of development of e-business.

scholarly journals Verifying Theoretical Concepts of Performance Management Framework

2018 ◽  
pp. 815-824
Author(s):  
Reno Renaldi Tibyan ◽  
Dermawan Wibisono ◽  
Mursyid Hasan Basri
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Single Case ◽  
Group Discussion ◽  
Theoretical Concepts ◽  
Management Framework ◽  
Verification Method ◽  
The Balanced Scorecard ◽  
Verification Process

Purpose – This paper aims to discuss the verification process of the theoretical concepts of the proposed performance management (PM) framework in practice. Design/methodology/approach – A case study based on a focus group discussion (FGD) method is used to describe the application a PM framework and the implementation of a PM system in a case organisation. Findings – The findings show that the case organisation has been applying the Balanced Scorecard framework and show that it needs to add some important aspects to the framework to support the better implementation of its PM system. Research limitations/implications – This paper is based on a single case study due to the need for an effective FGD in a selected organisation. Originality/value – The study drives the development of PM research in the use of a theoretical verification method to confirm the application of the theoretical concepts of PM framework in practice.

Measuring and Managing E-Business Initiatives through the Balanced Scorecard

2011 ◽  
pp. 152-168 ◽  
Author(s):  
Wim Van Grembergen ◽  
Isabelle Amelinckx
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Business Perspective ◽  
Customer Perspective ◽  
A Performance

The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance measurement system that supplements traditional financial measures with the criteria that measure performance from three additional perspectives: customer perspective, internal business perspective, and innovation and learning perspective. In recent years, the Balanced Scorecard has been applied to information technology in order to ensure that IT is fairly evaluated. The proposed methodology can also be applied to e-business initiatives. In this chapter, it is illustrated how the BSC can be used to measure and manage e-business initiatives. A generic e-business Balanced Scorecard is proposed and its development and implementation is discussed.

IT, Business Processes & Performance

2010 ◽  
pp. 50-77
Author(s):  
Robert van Wessel
Keyword(s):  
Balanced Scorecard ◽  
Business Performance ◽  
Business Processes ◽  
Specific Method ◽  
The Balanced Scorecard ◽  
Case Study Analysis ◽  
It Value ◽  
General Business ◽  
The Impact

This chapter describes literature about IT investments, and the impact of IT on the performance of a firm. The reason for this study is that effects of IT standards, which are an integral part of IT, will be investigated in several case studies. Supporting the case study analysis, a method will be adopted that is used to assess business performance from IT in general. Business performance in general can be assessed from different angles, such as financial performance, process performance and transaction performance. Literature from various disciplines shows the complexity of and the disagreement as regards measurement and description of business performance. However, it is generally accepted that these impacts can be assessed best at the intermediate level: that of business processes. After the introduction, literature dealing with IT value and business performance will be discussed. Then a specific method, the Balanced Scorecard, will be dealt with and an explanation is given why we used it in this research. This chapter concludes with a look at the concept of flexibility, as part of business performance, and what it means in relation to IT standards.

BSC and long-term deployment: an actors' perspective

2020 ◽  
Vol 21 (3) ◽  
pp. 383-396
Author(s):  
Pierre-Laurent Bescos ◽  
Aude Deville ◽  
Philippe Foulquier
Keyword(s):  
Balanced Scorecard ◽  
Single Case ◽  
Actor Network Theory ◽  
Insurance Company ◽  
Cross Sectional ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Long Run ◽  
Human Actors

PurposeThis paper examines the roles of the balanced scorecard (BSC) in a long-term perspective and with a large deployment along numerous hierarchical levels. For this purpose, we use a longitudinal analysis of an implementation in a mutual insurance company.Design/methodology/approachWe combine actor–network theory (ANT) with interventionist research (IVR) to analyze the interrelation between human and non-human actors. Our study is based on various materials like interviews, meeting reports, graphs and so on.FindingsThe BSC is considered as a non-human actor which influences the human actors and provides specific benefits from a long-term use, due to various roles played by this tool (a mediator role, completed by a role of translator and revealer).Research limitations/implicationsResearch based on larger cross-sectional studies are necessary to more deeply validate our results based on a single case study.Practical implicationsThis paper gives some insights on processes and on actors an organization can mobilize to maintain the benefits provided by a large BSC use in the long run.Originality/valueIn line with the ANT concepts, our main contribution is to explain the outcomes of an innovation in management accounting by the consequences of adaptation mechanisms grounded on actors, translations, alliances and trials of strength.

Achieving Organizational IT Goals through Integrating the Balanced Scorecard and Software Measurement Frameworks

2003 ◽  
pp. 32-56
Author(s):  
Nancy Eickelmann
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Measurement System ◽  
Balanced Scorecard ◽  
International Standard Organization ◽  
Maturity Model ◽  
The Balanced Scorecard ◽  
Capability Maturity ◽  
Strategic Goals ◽  
Standard Organization

Provided in this chapter is an integrated measurement system that links the organization’s strategic goals with the operational and tactical directives for information technology (IT) projects. The measurement system consists of the Balanced Scorecard (BSC); Software Engineering Institute, Capability Maturity Model (SEI/CMM); and the International Standard Organization (ISO/IEC-9126) for information technology measurement of software quality. The integration of these measurement frameworks provides the necessary multitier granularity of measures to successfully predict and assess organizational performance relative to IT investments.

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>

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