A Balanced Scorecard to align to the Strategy Map- For every strategic objective

Question

A Balanced Scorecard to align to the Strategy Map- For every strategic objective (bubble) on the map, you must have at least one measurement to address how you will assess if you are meeting that objective. The Strategy Map is the plan view, the BSC is the metrics view. You will include in each bubble from the previous analysis the correspondent measurement.  

A brief proposal for the implementation of this Strategy Map/BSC Cascade, and how to use the cascade to implement the strategy in all divisions, department, units and by all individuals.

Biblical prospective

Explanation / Answer

Balance scorecard cascading indeed does efficiently facilitate to suggest foremost translating corporate broad scorecard to business units, support units or departments and then teams or individuals whereas the concluding outcome eventually should be consistent across all levels of the organization.

Furthermore scorecard indeed should effectively be utilized to improve accountability through objective and performance measure ownership and desired worker behaviors eventually should effectively be motivated through recognition and reward programs. Cascading strategy indeed does effectively facilitate the entire organization to focus on strategy and accordingly frame effectual policies helping individuals to attain the preferred outcomes.

In effective balance scorecard cascading ownership is defined at each level of the organization thus facilitating effective follow of objectives, measures and accountability. Furthermore emphasis on results and strategies needed to produce desired results is indeed effectively communicated all through the organization thus eventually helping proper alignment which indeed facilitates becoming a strategy-focused enterprise.

Balanced scorecard does necessitate for creating numerical KPIs facilitating to measure your success in each of the perspectives. Furthermore it requires effectively categorizing your existing goals and objectives into defined perceptions. Thus it means effectively exposing your plan to leaders and middle-managers and inviting them to contribute ideas for how their departments can help attaining the desired goals.

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