Business scorecards may include
strategy maps that have other perspectives??”or even no perspectives at all. For example,
some companies have scorecards for each employee, which might include KPIs such as
Increase
Shareholder
Value
Grow Margins
Financial
Reduce Debt
Build the Brand
Obtain New
Customers
Make Customers Happy
Increase
Customer
Satisfaction
Reduce
Returns
Be Trusted
Advisors in the
Market
Enable all
Employees to
Solve Customer
Problems
Respond to
Employee
Concerns
Provide
Training
Reduce Employee
Turnover
Operational
Exoellence
Learning
and
Growth
Lead Market in
Innovation
Provide Tools to
Improve Internal
Productivity
Improve Customer
Service Quality
Customer
Retain Existing
Customers
Figure 4-3 A strategy map for a Balanced Scorecard implementation
C h a p t e r 4 : S c o r e c a r d s a n d K e y P e r f o r m a n c e I n d i c a t o r s 77
attendance, training received, training delivered, productivity, and so forth. These KPIs
might be shown and tracked without being placed into perspectives.
Strategy maps are often used as a way to communicate business goals at a high
level. Once the goals are actually put on paper, the business has to decide what
metrics it can track to achieve these goals. A goal for which no metric can be
conceived is a goal that might be impossible to reach, or at least impossible to know
when it has been achieved. Therefore, it is important that goals on the strategy map
be broken down into KPIs that can then be tied back to those goals.
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