396 Part 5: Internal Factors and Design
investment. Customer service indicators measure such things as how customers view the organization, as well as customer retention and satisfaction. Business process indicators focus on production and operating statistics, such as order fulfillment or cost per order. The final component looks at the organization’s potential for learning and growth, focusing on how well resources and human capital are being managed for the company’s future. Measurements include such things as employee retention, business process improvements, and the introduction of new products. The components of the scorecard are designed in an integrative manner so that they reinforce one another and link short-term actions with long-term strategic goals, as illustrated in Exhibit 11.6. Managers can use the scorecard to set goals, allocate resources, plan budgets, and determine rewards.
EXHIBIT 11.6
Source: Based on Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-February 1996), 75-85; Chee W. Chow, Kamal M. Haddad, and James E. Williamson, “Applying the Balanced Scorecard to Small Companies.” Management Accounting 79. no. 2 (August 1997), 21-27; and Cathy Lazere, “All Together Now,” CFO (February 1998), 28-36.
