Create an analysis of your chosen tool based on your team’s brainstorming session results. In your analysis, include a description of the ideal scenario in which your chosen tool would be most effective.
Create an analysis of your chosen tool based on your team’s brainstorming session results. In your analysis, include a description of the ideal scenario in which your chosen tool would be most effective. Also, answer the following questions:
What are the strengths of the tool
What are the potentials faced when applying the tool
How can the tool help you in predicting and or mitigating the risk stemming from disruptors
What is the type of sources you need to use in order to gather data for the particular tool reviewed
Those 4 questions need to answers. I attached the tool which chosen. All of my team split those 4 questions each however, I want to see all of those questions analysis. However, Please focus on the Question No.4 than other.
Please add references with APA format.
Requirements: Please write the analysis as much as you can
Linking the BalancedScorecard to StrategyRobert S. KaplanDavid P. NortonSeveral years ago, we introduced the concept of a “Balanced Scorecard”for motivating and measuring business unit performance.’ The Score-card, with four perspectives—financial, customer, internal businessprocesses, and learning and growth—provided a balanced picture of cur-rent operating performance as well as the drivers of future performance (seeExhibit 1).Can Business Operate with a Balanced Scorecard?Some argue that managers cannot operate with multiple measurementsof business-unit performance. While they recognize that aggregate financialmeasures (such as operating income, return on investment, and economic valueadded) are not perfect by themselves, they claim that financial measures at leastare well understood and provide clear, unambiguous, and objective goals onwhich all organizational participants can focus. Such people feel that multiplemeasures—some financial and some non-financial—are confusing and lead toambiguous, often conflicting, signals about what the organization values.We disagree. Imagine entering the cockpit of a jet airplane and observingthat there is only a single instrument. How would you feel about flying on thatplane after the following discussion with the pilot:Reprinted by permission of Harvard Business School Press, Adapted from The Bdanced Scorecard byRobert S, Kaplan and David P Norton, Copynght © 1996 by the President and Fellovi’s of HarvardCollege; alt rights reserved.CALIFORNIA MANAGEMENT REVIEW VOL 39, NO. I FALL 1996 53
Linking the Balanced Scorecard to StrategyEXHIBIT I, Translating Vision and Strategy: Four PerspectivesFINANCIAL 1Initiatives |TargetsMeasuresObjectives”To succeedfinsncially, howshould weappear to ourshareholders?”INTERNAL BUSINESS PROCESS |Initiatives 1TargetsMeasuresObjectives”To satisfy ourshareholdersand cuscomers.what businessprocesses musewe excel at?”CUSTOMER 1Initiatives 1TargetsMeasuresObjectives”To achieveour vision, howshould weappear to ourcusiomers'”LEARNING AND GROWTH |Initiatives |TargetsMeasuresObjectives”To achieveour vision, howwill we sustainour ability tochange andimprove?”54CALIFORNIA MANAGEMENT REVIEW VOL 39, NO. I FALL 1996
Linking the Balanced Scorecard to StrategyQ: I’m surprised to see you operating the plane with only a single instru-ment. What does it measure?A: Airspeed, I’m really working on airspeed this flight.Q: That’s good. Airspeed certainly seems important. But what about altitude.Wouldn’t an altimeter be helpful?A: I worked on altitude for the last few flights and I’ve gotten pretty good onaltitude. Now I have to concentrate on proper air speed.Q: But I notice you don’t even have a fuel gauge. Wouldn’t that be useful?A: Fuel is important, but I can’t concentrate on doing too many things wellat the same time. So this flight I want all my attention focused on airspeed. Once I get to be excellent at air speed, as well as altitude, I intendto concentrate on fuel consumption on the next set of flights.Probably no one would choose to be a passenger on this plane after sucha conversation. Even if the pilot did an exceptional job on air speed, we wouldbe concerned about colliding with tali mountains or running low on fuel. Inreality, no pilot would ever consider flying an airplane through crowded airspace with only a single instrument to guide performance. Pilots process infor-mation from a large set of indicators to operate their airplanes. Managers arelike pilots. Navigating today’s enterprises through complex competitive environ-ments is at least as complicated as flying an airplane. Why should we believethat executives need anything less than a full battery of instrumentation toguide their journey?Is a Mixture of Financial and Non-Financial Measuresa Balanced Scorecard?Many managers and consultants who agree to the basic rationale for aBalanced Scorecard believe they have created one when they supplement tradi-tional financial measures with non-financial measures. But many of the mostpopular non-financial measures, such as customer satisfaction and employeeattitudes, have some of the same limitations as financial measures. First, they arelagging measures, reporting how well the organization’s strategy worked in thepast period but providing little guidance on how to navigate to the future. Sec-ond, the non-financial measures they use are generic and are not related to spe-cific strategic objectives that will provide sustainable competitive advantage.Scorecards built upon lagging, non-strategic indicators represent only a limitedapplication of the full power of the Balanced Scorecard.Our experience in observing and building more than 100 scorecardsreveals that the financial and non-financial measures on a Balanced Scorecardshould be derived from the business-unit’s unique strategy. The Balanced Score-card provides executives with a comprehensive framework that can translatea company’s vision and strategy into a coherent and linked set of peformancemeasures. The measures should include both outcome measures and theCALIFORNIA MANAGEMENT REVIEW VOL 39, NO, I FALL 1996 55
Linking the Balanced Scorecard to Strategyperformance drivers of those outcomes. By articulating the outcomes the organ-ization desires as well as the drivers of those outcomes, senior executives canchannel the energies, the abilities, and the specific knowledge held by peoplethroughout the organization towards achieving the business’s long-term goals.Many people think of measurement as a tool to control behavior and toevaluate past performance. Traditional control and performance measurementsystems attempt to keep individuals and organizational units in compliance witha pre-established plan. The measures on a Balanced Scorecard are being used byexecutives in a different way—to articulate the strategy of the business, to com-municate the strategy of the business, and to help align individual, organiza-tional, and cross-departmental initiatives to achieve a common goal.’^ Theseexecutives are using the scorecard as a communication, information, and learn-ing system, not as a traditional control system. For the Balanced Scorecard to beused in this way, however, the measures must provide a clear representation ofthe organization’s long-term strategy for competitive success.Choosing Strategic Measures for the Four PerspectivesThe four perspectives of the scorecard permit a balance between short-term and long-term objectives, between desired outcomes and the performancedrivers of those outcomes, and between hard objective measures and softer,more subjective measures. While the multiplicity of measures on a BalancedScorecard seems confusing to some people, properly constructed scorecards con-tain a unity of purpose since all the measures are directed toward achieving anintegrated strategy.FinancialThe financial performance measures define the long-run objectives ofthe business unit, While most businesses will emphasize profitability objectives,other financial objectives are also possible. Businesses with many products in theearly stage of their life cycle can stress rapid growth objectives, and mature busi-nesses may emphasize maximizing cash flow. For our purposes, we can simplifysomewhat by identifying just three different stages:• Rapid Growth» Sustain• HarvestRapid Growth businesses are at the early stages of their life cycle. Theymay have to make considerable investments to develop and enhance new prod-ucts and services; to construct and expand produaion facilities; to build operat-ing capabilities; to invest in systems, infra-structure, and distribution networksthat will support global relationships; and to nurture and develop customerrelationships.56 CALIFORNIA MANAGEMENT REVIEW VOL, 39, NO. I FALL 1996
Linking the Balanced Scorecard to StrategyProbably the majority of business units in a company will be in the sustainstage, where they still attract investment and reinvestment, but are required toearn excellent returns on their invested capital. These businesses are expected tomaintain their existing market share and perhaps grow it somewhat from year-to-year. Investment projects wili be more directed to relieving bottlenecks,expanding capacity, and enhancing continuous improvement, rather than thelong payback and growth option investments that were made during the growthstage.Other business units will have reached a mature phase of their life cycle,where the company wants to harvest the investments made in the earlier twostages. These businesses no longer warrant significant investment—only enoughto maintain equipment and capabilities, but not to expand or build new capabili-ties. Any investment project must have very definite and short payback periods.The main goal is to maximize cash flow back to the corporation.*The financial objectives for businesses in each of these three stages arequite different. Financial objectives in the growth stage will emphasize salesgrowth; sales in new markets and to new customers; sales from new productsand services; maintaining adequate spending levels for product and processdevelopment, systems, employee capabilities; and establishment of new mar-keting, sales, and distribution channels. Financial objectives in the sustain stagewill emphasize traditional financial measurements, such as return on capitalemployed, operating income, and gross margin. Investment projects for busi-nesses in the sustain category will be evaluated by standard, discounted cashflow, capital budgeting analyses. Some companies will employ newer financialmetrics, such as economic value added and shareholder value. These metrics allrepresent the classic financial objective—earn excellent returns on the capitalprovided to the business. The financial objectives for the harvest businesses willstress cash flow. Any investments must have immediate and certain cash pay-backs. The goal is not to maximize return on investment, which may encouragemanagers to seek additional investment funds based on future return projec-tions. Virtually no spending will be done for research or development or onexpanding capabilities, because of the short time remaining in the economic lifeof business units in their “harvest” phase.”We have found that companies use three financial themes to achievetheir business strategies:• Revenue Growth and Mix• Cost Reduction / Productivity Improvement• Asset Utilization / Investment StrategyRevenue growth and mix refers to expanding product and service offerings,reaching new customers and markets, changing the product and service mixtowards higher-value-added offerings, and re-pricing products and services.The cost reduction and productivity objective refers to efforts to lower thedirect costs of products and services, reduce indirect costs, and share commonCALIFORNIA MANAGEMENT REVIEW VOL. 39, NO. I FALL 1996 57
Linking the Balanced Scorecard to StrategyEXHIBIT 2. Customizing Measures for Business Strategies and Financial ThemesRevenue Growth and MixImprovementAsset UtilizationSales growth rate by segmeniPercentage revenue from new product.Share of targeted customers and accountsCross-selling’ercenuge revenues from new applicationsCustomer and product tine prof tabilityCustomer and product line profitability’ercentage unprofitable customersCost reduction ratesIndirect expenses (percentage of sales)Unit costs (per unit ot output, pertransaction)Investment (percentage of sales)R4D (percentage of sales)Working capital ratios (cash-to-cashcycle)ROCE by ke;^ asset categoriesAsset utilization ratesPaybackThroughputresources with other business units. For the asset utilization theme, managersattempt to reduce the working and physical capital levels required to support agiven volume and mix of business.These three financial themes can be used with any of the three genericbusiness strategies of growth, sustain, and harvest, though the particular mea-sures will vary, depending on the strategy, as shown in Exhibit 2. These exam-ples show how the Balanced Scorecard can be used to make explicit the financialstrategy of a business unit, and bow to customize financial objeaives and mea-sures to business unit strategy.CustomerIn the customer perspective of the Balanced Scorecard, managers identifythe customer and market segments in which the business unit will compete andthe measures of the business unit’s performance in these targeted segments.^The customer perspective typically includes several generic measures of tbe suc-cessful outcomes from a well-formulated and implemented strategy. The genericoutcome measures include customer satisfaction, customer retention, new cus-tomer acquisition, customer profitability, and market and account share in tar-geted segments (see Exhibit 3). While these measures may appear to be genericacross all types of organizations, tbey should be customized to the targeted cus-tomer groups from whom the business unit expects its greatest growth and prof-itability to be derived.58CALIFORNIA MANAGEMENT REVIEW VOL. 39, NO. I FALL 1996
Linking the Balanced Scorecard to StrategyEXHIBIT 3. Customer Perspective; Core Outcome Measures-tFinancial ObjectivesCustomer OutcomesMarketSharerAccountShareCustomerProfitabilityCustomerAcquisitionCustomerRetentiontCustomerSatisfactionrCore Outcome Driversand Internal BusinessProcess MeasuresSource: K Kaplan and D. Norton, The Balanced Scorecard: Tran%lavng Strategy Into Action (Harvard Business School Press, 1996); Chapter 4Market and Account ShareMarket share, especially for targeted customer segments, reveals howwell a company is penetrating a desired market. For example, a company maytemporarily be meeting sales growth objectives by retaining customers in non-targeted segments, but not increasing its share in targeted segments. The mea-sure of market share with targeted customers would balance a pure financialsignal (sales) to indicate whether an intended strategy is yielding expectedresults.When companies have targeted particular customers or market segments,they can also use a second market-share type measure: the account share ofthose customers’ business (some refer to this as the share of the “customers’wallet”). The overall market share measure based on business with these com-panies could be affected by the total amount of business these companies areoffering in a given period. That is, the share of business with these targeted cus-tomers could be decreasing because these customers are offering less business toCALIFORNIA MANAGEMENT REVIEW VOL. 39, NO. I EALL 199659
Linking the Balanced Scorecard to Strategyall their suppliers. Companies can measure—customer by customer or segmentby segment—how much of the customers’ and market segments’ business theyare receiving. Such a measure provides a strong focus to the company whentrying to dominate its targeted customers’ purchases of products or services incategories that it offers.Customer RetentionClearly, a desirable way for maintaining or increasing market share intargeted customer segments is to retain existing customers in those segments.Research on the service profit chain has demonstrated the importance of cus-tomer retention.^ Companies that can readily identify all of their customers—forexample, industrial companies, distributors and wholesalers, newspaper andmagazine publishers, computer on-line service companies, banks, credit cardcompanies, and long-distance telephone suppliers—can readily measure cus-tomer retention from period to period. Beyond just retaining customers, manycompanies will wish to measure customer loyalty by the percentage growth ofbusiness with existing customers.Customer AcquisitionCompanies seeking to grow their business will generally have an objectiveto increase their customer base in targeted segments. The customer acquisitionmeasure tracks, in absolute or relative terms, the rate at which a business unitattracts or wins new customers or business. Customer acquisition could be mea-sured by either the number of new customers or the total sales to new custom-ers in these segments. Companies such as those in the credit and charge cardbusiness, magazine subscriptions, cellular telephone service, cable television, andbanking and other financial services solicit new customers through broad, oftenexpensive, marketing efforts. These companies could examine the number ofcustomer responses to solicitations and the conversion rate—number of actualnew customers divided by number of prospective inquiries. They could measuresolicitation cost per new customer acquired, and the ratio of new customer rev-enues per sales call or per dollar of solicitation expense.Customer SatisfactionBoth customer retention and customer acquisition are driven from meet-ing customers’ needs. Customer satisfaction measures provides feedback on howwell the company is doing. The importance of customer satisfaction probablycan not be over-emphasized. Recent research has indicated that just scoring ade-quately on customer satisfaction is not sufficient for achieving high degrees ofloyalty, retention, and profitability. Only when customers rate their buyingexperience as completely or extremely satisfying can the company count on theirrepeat purchasing behavior.’60 CALIFORNIA MANAGEMENT REVIEW VOL 39, NO, I FALL 1996
Linking the Balanced Scorecard to StrategyCustomer ProfitabilitySucceeding in the core customer measures of share, retention, acquisi-tion, and satisfaction, however, does not guarantee that the company has prof-itable customers. Obviously, one way to have extremely satisfied customers (andangry competitors) is to sell products and services at very low prices. Since cus-tomer satisfaction and high market share are themselves only a means to achiev-ing higher financial returns, companies will probably wish to measure not justthe extent of business they do with customers, but the profitability of this busi-ness, particularly in targeted customer segments. Activity-based cost (ABC)systems permit companies to measure individual and aggregate customer prof-itability.^ Companies should want more than satisfied and happy customers; theyshould want profitable customers. A financial measure, such as customer prof-itability, can help keep customer-focused organizations from becomingcustomer-obsessed.The customer profitability measure may reveal that certain targeted cus-tomers are unprofitable. This is particularly likely to occur for newly acquiredcustomers, where the considerable sales effort to acquire a new customer hasyet to be offset from the margins earned by selling products and services to thecustomer. In these cases, lifetime profitability becomes the basis for decidingwhether to retain or discourage currently unprofitable customers.^ Newlyacquired customers can still be valued, even if currently unprofitable, becauseof their growth potential. But unprofitable customers who have been with thecompany for many years will likely require explicit action to cope with theirIncurred losses.Beyond the Core: Measuring CustomerValue PropositionsCustomers’ value propositions represent the attributes that supplyingcompanies provide, through their products and services, to create loyalty andsatisfaaion in targeted customer segments. The value proposition is the key con-cept for understanding the drivers of the core measurements of satisfaction,acquisition, retention, and market and account share. For example, customerscould value short lead times and on-time delivery. They could value a constantstream of innovative products and services. Or they could value a supplier ableto anticipate their needs and capable of developing new products andapproaches to satisfy those emerging needs.While value propositions vary across industries, and across different mar-ket segments within industries, we have observed a common set of attributesthat organizes the value propositions in all of the industries where we have con-structed scorecards. These attributes are organized into three categories (seeExhibit 4):• Product/Service Attributes• Customer Relationship’ Image and ReputationCALIFORNIA MANAGEMENT REVIEW VOL 39, NO, I FALL 1996 61
Linking the Balanced Scorecard to StrategyEXHIBIT 4. Customer Perspective: Linking Unique Value Propositions to CoreOutcome MeasuresValue =Uniqueness Functionality Quality Price TimeBrand EquityConvenient Trusted ResponsiveSource; R. Kaplan and D. Norton, The Balanced Scorecard: Translating Strategy Into Action (Harvard Business School Press. 1996); Chapter 4.Product and service attributes encompass the functionality of theproduct/service, its price, and its quality. The image and reputation dimensionenables a company to pro-actively define itself for its customers. The customerrelationship dimension includes the delivery of the product/service to the cus-tomer, including the response and delivery time dimension, and how the cus-tomer feels about the experience of purchasing from the company.In summary, the customer perspective enables business unit managersto articulate their unique customer and market-based strategy that will deliversuperior future financial returns.Internal Business ProcessIn the internal business process perspective, executives identify the criti-cal internal processes in which the organization must excel. The critical internalbusiness processes enable the business unit to:• deliver on the value propositions of customers in targeted market seg-ments, and• satisfy shareholder expectations of excellent financial returns.The measures should be focused on the internal processes that will have thegreatest impact on customer satisfaction and achieving the organization’s finan-cial objectives.62CALIFORNIA MANAGEMENT REVIEW VOL 39, NO, I FALL 1996
Unking the Balanced Scorecard to StrategyEXHIBIT 5. The Internal PerspectiveGeneric Value Chain ModelInnovation CycleOperations CyclePost-SaleService CycleIdeniiiy •*che IBuild the ^ Deliver the>Services .’ ServicesThe internal business process perspective reveals two fundamental dif-ferences between traditional and the Balanced Scorecard approaches to perfor-mance measurement. Traditional approaches attempt to monitor and improveexisting business processes. They may go beyond just financial measures of per-formance by incorporating quality and time-based metrics. But they still focuson improving existing processes. The Balanced Scorecard approach, however,will usually identify entirely new processes at which the organization must excelto meet customer and financial objectives. The internal business process objec-tives highlight the processes most critical for the organization’s strategy tosucceed.The second departure of the Balanced Scorecard approach is to incor-porate innovation processes into the internal business process perspective (seeExhibit 5). Traditional performance measurement systems focus on the processesof delivering today’s products and services to today’s customers. They attempt tocontrol and improve existing operations—the short-wave of value creation. Butthe drivers of long-term financial success may require tbe organization to createentirely new products and services that will meet the emerging needs of currentand future customers. The innovation process—the long-wave of value creation-is, for many companies, a more powerful driver of future financial performancethan the short-term operating cycle. But managers do not have to choose be-tween these two vital internal processes. The internal business process perspec-tive of the Balanced Scorecard incorporates objectives and measures for both thelong-wave innovation cycle as well as the short-wave operations cycle. We willillustrate the development of specific objectives and measures for the internalbusiness process perspective in the two case studies presented later in this article.Learning & GrowthThe fourth Balanced Scorecard perspective. Learning & Growth, identifiesthe infra-structure that the organization must build to create long-term growthand improvement. The customer and internal business process perspectivesCALIFORNIA MANAGEMENT REVIEW VOL 39, NO. I FALL 199663
Linking the Balanced Scorecard to Strategyidentify the factors most critical for current and future success. Businesses areunlikely to be able to meet their long-term targets for customers and internalprocesses using today’s technologies and capabilities. Also, intense global compe-tition requires that companies continually improve their capabilities for deliver-ing value to customers and shareholders.Organizational learning and growth come from three principal sources:people, systems, and organizational procedures. The financial, customer, andinternal business process objectives on the Balanced Scorecard will typicallyreveal large gaps between existing capabilities of people, systems, and proce-dures and what will be required to achieve targets for breakthrough perfor-mance. To close these gaps, businesses will have to invest in re-skillingemployees, enhancing information technology and systems, and aligning organi-zational procedures and routines. These objectives are articulated in the learningand growth perspective of the Balanced Scorecard. As in the customer perspec-tive, employee-based measures include a mixture of generic outcomemeasures—employee satisfaction, employee retention, employee training, andemployee skills—along with specific drivers of these generic measures, such asdetailed indexes of specific skills required for the new competitive environment.Information systems capabilities can be measured by real-time availability ofaccurate customer and internal process information to front-line employees.Organizational procedures can examine alignment of employee incentives withoverall organizational success factors, and measured rates of improvement incritical customer-based and internal processes.Linking Multiple Scorecard Measures to a Single StrategyMany companies already use a mixture of financial and non-financialmeasures for senior management reviews and communication with boards ofdirectors. Especially in recent years, the renewed focus on customers and processquality has caused many organizations to track and communicate measures oncustomer satisfaction and complaints, product and process defect levels, andmissed delivery dates. In France, companies have developed and used, for morethan two decades, the Tableau de Bord, a dashboard of key indicators of organiza-tional success. The Tableau de Bord is designed to help employees “pilot” theorganization by identifying key success factors, especially those that can be mea-sured as physical variables.'” Does a dashboard of financial and non-financialindicators supply a “Balanced Scorecard?”Our experience is that the best Balanced Scorecards are much more thancollections of critical indicators or key success factors organized into several dif-ferent perspectives. The multiple measures on a properly constructed BalancedScorecard should consist of a linked series of objectives and measures that areboth consistent and mutually reinforcing. The metaphor should be a flight simu-lator, not a dashboard of instrument dials. Like a flight simulator, the scorecardshould incorporate the complex set of cause-and-effect relationships among theCALIFORNIA MANAGEMENT REVIEW VOL. 39, NO. I FALL 1996
Linking the Balanced Scorecard to Strategycritical variables, including leads, lags, and feedback loops that describe the tra-jectory, the flight plan, of the strategy.Cause and Effect RelationshipsA strategy is a set of hypotheses about cause and effect. Cause and effectrelationships can be expressed by a sequence of if-then statements. For example,the organization can establisb a link between improved sales training of employ-ees to higher profits through the following sequence of hypotheses://we increase employee training about products, then they will become moreknowledgeable about the full range of products they can sell;//employees are more knowledgeable about products, then their sales effective-ness wiii improve.//their sales effectiveness improves, then the average margins of the products theysell wiil increase.A properly constructed Scorecard should tell the story of the business unit’sstrategy. The measurement system should make the relationships (hypotheses)among objectives (and measures) in the various perspectives explicit so that theycan be managed and validated.The chain of cause and effect should pervade all four perspectives of aBalanced Scorecard. For example, return on capital employed (ROCE) may bea outcome measure in the financial perspective. The driver of this financial mea-sure could be repeat and expanded sales from existing customers, the result of ahigh degree of loyalty among existing customers. So, customer loyalty gets puton the Scorecard (in the Customer perspective) because it is expeaed to have astrong influence on ROCE. But how will the organization achieve customer loy-alty? Analysis of customer preferences may reveal that on-time delivery (OTD)of orders is highly valued by customers. Thus, improved OTD is expected to leadto higher customer loyalty which, in turn, is expected to lead to higher financialperformance. So both customer loyalty and OTD are incorporated into the cus-tomer perspective of the Scorecard.The process continues by asking what internal processes must the com-pany excel at to achieve exceptional on-time-delivery. To achieve improvedOTD, the business may need to achieve short cycle times in operating processesand high-quality internal processes, both factors that could be Scorecard mea-sures in the internal perspective. And how do organizations improve the qualityand reduce the cycle times of their internal processes? By training and improv-ing the skills of their operating employees, an objective that would be a candi-date for the learning and growth perspective. We can now see how an entirechain of cause-and-effect relationships can be established as a vertical vectorthrough the four Balanced Scorecard perspectives:CALIFORNIA MANAGEMENT REVIEV/ VOL 39. NO. I FALL 1996 65</
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