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To maintain sustainable competitive advantage in the information age, strategic business units must broaden their base of intangible assets and the means by which performance is measured and continuously improved. The balanced scorecard provides a comprehensive framework for implementing strategic plans by translating an organization s strategy into a set of key performance indicators.<Performance Measures Yesterday8   oTraditional measures of performance only included financial statistics based on the financial accounting model.pZp=Performance Indicators Today8  rThe balanced scorecard focuses on an integrated system of key performance indicators for critical success factors.>!The Balanced Scorecard Dimensions""@The Financial PerspectiveTo succeed financially, what level of financial performance do our investors expect? Examples: ROI, EVA Return on capital employed (ROCE) Revenue growth Self-financiable growth rate Cash flow return on assets Market/customer/product profitability growth HUZ ZZU AThe Customer PerspectiveTo achieve our strategy, how must we appear to our customers? Examples: Market share growth Customer acquisition rate Customer retention rate Customer satisfaction scores Number of new products/services Product return rate Defect rate On-time delivery rateH>P PP> BInternal Business Processes)At what business processes must we excel to satisfy our clients/customers? Examples: Product-development cycle time Order-to-delivery response time Six sigma (PPM) quality rate Revenue per employee Cash conversion cycle time New product/service introduction rate New product/service breakeven timeBK K CLearning & Growth Perspective*What people and systems do we need to sustain our ability to change and improve? Examples: Employee retention/turnover rate Salaries/wage index Training/development hours per employee Strategic competency index Value-added per employee dollar Sustainable growth analysis Knowledge productivity rateHQP PPQ W5Economy, Effectiveness, Productivity and Performance66Economy is concerned with inputs only Effectiveness refers to the achievement of objectives Productivity is the ratio of outputs to inputs Performance is the quality of tasks and activitiesJ&ZZ6ZZdZ total number of labour hours worked during the period total number of good units of output for the period number of good units of output per labour hour of input Number of  0 defects per unit of output per labour hourZ>x<F Balanced Scorecard WorkflowQStrategic Plan Gap Analysis Implementation of Action Plans Recalibration AnnuallyRRE H Communication ToolsCheck sheets/lists Goal/Objective Action Plans Project/Process Plans Cause and effect diagrams Histograms, Pareto diagrams Control charts Scatter diagrams, Bar chartsI  Resources BFrigo, Mark L., & Krumwiede, Kip R. (2000, January). "The Balanced Scorecard: A Winning Performance Measurement System," Strategic Finance. 50-54. The Society of Management Accountants of Canada. Applying the Balanced Scorecard, Strategic Management Series, Management Accounting Guideline. (1999). Mississauga, ON Canada: Author. Institute of Management Accountants. Statements on Management Accounting 4DD, Tools and Techniques for Implementing Integrated Performance Management Systems. 1998. Montvale, NJ: Author. Harvard Business School Press. Harvard Business Review on Measuring Corporate Performance. 1998. Boston, MA: Author. Chee W. Chow, Kamal M. Haddad, & James E. Williamson. (1997, August).  Applying the Balanced Scorecard to Small Companies , Management Accounting. 21  27. Robert S. Kaplan, David P. Norton. 1996. The Balanced Scorecard Boston, MA: Harvard Business School Press. Institute of Management Accountants. Statements on Management Accounting 4U, Developing Comprehensive Performance Indicators. 1995. 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JCustomer Perspective B ` T8ff1? @ KLearning & Growth B ` T1? 0  LInternal Processes jB `@ BDo?  vB  ` NDo?   vB  ` NDo? @ @ jB  ` BDo?@ @ 0 |R  ` TG!HT#I!o?`@R  ` ZZGVHIVo? @pR ` ZGZH/IZo? 8pR ` ZGmH@WImo?`8H ` 0޽h ?O`` ``` ``````` 3f3f 0^N0 h<(  h~ h s *|Ak%;   ~ h s *@B?4  H h 0޽h ? ___f3f 0^N0 l<(  l~ l s *Ak%;   ~ l s *B?4  H l 0޽h ? ___f3f 0^N0 p6(  p~ p s *Ak%;   x p c $BP  H p 0޽h ? ___f3f 0^N0 t<(  t~ t s *lAk%;   ~ t s *B?4  H t 0޽h ? ___f3fr  0^N0d PUniversity of South Dakota, James Weisel .(    3 rTgֳgֳ ?AP     C xgֳgֳ ?B? <$0  $\  C xPgֳgֳ ?Bl 4<$0  $\H  0޽h ? w&UGGGى  0^N0 $(  r  S `Ak%;   r  S 8B?4  H  0޽h ? 3f3f 0^N0 E(=( 01|%(  | | 0j8P,$D 0 UArticulate strategy and mission  2   | 0o8 Y,$D 0 ^(Identify and prioritize BSC perspectives) 2)  | Bts8))?,,$D 0 [#ENSURE SENIOR MANAGEMENT COMMITMENT$(2$ | 0w8 Y,$D  0 f0Identify customers of BSC and their requirements1 21  | 0`|8`,$D  0 UDefine critical success factors  2   | 08(Y,$D 0 f0Identify strategic business units to be 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