Balanced Scorecard Framework

A Balanced Scorecard Framework is a leadership framework that can be used to create strategic performance management systems (that support organizational alignment tasks).

AKA: BSC Framework, Balanced Scorecard Methodology, Kaplan-Norton Framework, Strategic Performance Management Framework, Four Perspective Framework.
Context:
- It can typically define Balanced Scorecard Perspective through balanced scorecard measurement viewpoints that include balanced scorecard financial perspective, balanced scorecard customer perspective, balanced scorecard internal process perspective, and balanced scorecard learning and growth perspective.
- It can typically establish Balanced Scorecard Strategic Objective within each balanced scorecard perspective to articulate balanced scorecard strategic goals.
- It can typically guide Balanced Scorecard Measure selection through balanced scorecard performance indicators that track balanced scorecard strategic objective progress.
- It can typically organize Balanced Scorecard Target setting for each balanced scorecard measure to define balanced scorecard performance expectations.
- It can typically align Balanced Scorecard Initiative with balanced scorecard strategic objectives to drive balanced scorecard strategic implementation.
- It can typically visualize Balanced Scorecard Strategy Map to illustrate balanced scorecard cause-effect relationships between balanced scorecard strategic objectives.
- ...
- It can often provide Balanced Scorecard Communication Structure for discussing balanced scorecard strategic prioritys across balanced scorecard organization levels.
- It can often facilitate Balanced Scorecard Strategic Review through regular balanced scorecard performance meetings.
- It can often support Balanced Scorecard Strategic Alignment by connecting balanced scorecard corporate objectives to balanced scorecard departmental objectives.
- It can often enhance Balanced Scorecard Resource Allocation by prioritizing balanced scorecard strategic initiatives.
- It can often improve Balanced Scorecard Organizational Focus by limiting balanced scorecard metric proliferation.
- It can often promote Balanced Scorecard Performance Culture through balanced scorecard transparency and balanced scorecard accountability.
- ...
- It can range from being a Simple Balanced Scorecard Framework to being a Complex Balanced Scorecard Framework, depending on its balanced scorecard metric quantity.
- It can range from being a Traditional Balanced Scorecard Framework to being a Modified Balanced Scorecard Framework, depending on its balanced scorecard perspective customization.
- It can range from being a Corporate Balanced Scorecard Framework to being a Departmental Balanced Scorecard Framework, depending on its balanced scorecard organizational scope.
- It can range from being a Strategic Balanced Scorecard Framework to being an Operational Balanced Scorecard Framework, depending on its balanced scorecard implementation focus.
- It can range from being a Static Balanced Scorecard Framework to being a Dynamic Balanced Scorecard Framework, depending on its balanced scorecard review frequency.
- ...
- It can have Balanced Scorecard Elements including balanced scorecard strategic objectives, balanced scorecard measures, balanced scorecard targets, and balanced scorecard initiatives.
- It can provide Balanced Scorecard Implementation Process through balanced scorecard design phases, balanced scorecard deployment stages, and balanced scorecard review cycles.
- It can establish Balanced Scorecard Tools for practical balanced scorecard application and balanced scorecard performance tracking.
- It can integrate with Balanced Scorecard Strategic Planning System for developing balanced scorecard strategic direction.
- It can evolve through Balanced Scorecard Framework Refinement based on balanced scorecard effectiveness evaluation.
- It can specify Balanced Scorecard Reporting Structure through balanced scorecard dashboard design and balanced scorecard performance visualization.
- ...
Examples:
Counter-Examples:
- OKR Frameworks, which focus on okr aspirational objective and okr measurable key result rather than balanced scorecard multi-perspective approach and typically involve more okr frequent review cycles than the balanced scorecard quarterly or annual review.
- V2MOM Frameworks, which include v2mom obstacle identification and v2mom value articulation rather than balanced scorecard performance measurement across balanced scorecard perspectives and typically require less v2mom implementation complexity than the balanced scorecard comprehensive approach.
- KPI Dashboards, which track kpi operational metrics rather than balanced scorecard strategic objectives and typically lack the balanced scorecard cause-effect relationships and balanced scorecard strategic narrative.
- Strategic Plan Documents, which outline strategic plan long-term direction rather than balanced scorecard performance measurement system and typically lack the balanced scorecard operational translation components.
- Financial Performance Management Systems, which emphasize financial metric tracking rather than balanced scorecard multi-dimensional approach and typically omit the balanced scorecard non-financial perspectives.
See: Leadership Framework, Strategic Management Framework, OKR Framework, V2MOM Framework, Performance Management System, Strategy Map, Kaplan-Norton Methodology, Strategic Planning Framework, KPI Framework.
References:
- Robert S. Kaplan and David P. Norton. (1992). "The Balanced Scorecard: Measures That Drive Performance." Harvard Business Review.
- Robert S. Kaplan and David P. Norton. (1996). "The Balanced Scorecard: Translating Strategy into Action." Harvard Business School Press.
- Robert S. Kaplan and David P. Norton. (2000). "Having Trouble with Your Strategy? Then Map It." Harvard Business Review.