In an environment of job cutbacks and business failures, even management in large or small companies is increasingly coming under fire – internally and externally. "Are the right strategies being developed? Are the measures appropriate? How is their implementation monitored?” Faced with such questions, a decisive management instrument for the development and implementation of in-house company strategies is not just welcome, but downright essential.
The Balanced Scorecard (BSC) is a method suitable for formulating concrete and measurable targets from strategies which are often abstract. The success of the scorecard is due not only to the appeal of simplicity, but also to the underlying concept. The conventional systems for processing key data have a strong financial focus and are by no means sufficient for optimum company controlling. In order to keep a balance between long-term strategies and short-term changes, all influencing factors must be taken into consideration, including non-financial quantities such as business processes or the learning and development perspective.
Our solution:
Introducing a BSC begins with defining the company vision and strategy. In workshops we analyse the approaches already available in the company. Existing key ratios are evaluated and supplemented, and their availability and quality are checked. In a process comprising several stages, the scorecard is derived and formulated for all company units contributing to the result. Cause-effect relationships within the four organisational fields (staff, processes, customers, cost effectiveness) are drawn up at each level, leading to the creation of a standard measuring and control system for the company as a whole. We stand for a
- Clear definition of attainable goals
- Strict roadmap with milestones
- Clear presentation of risks and costs
- Development of systematic controlling organisation
Benefits for you:
- Transparent company management
- Holistic measuring and control system
- Target-oriented, responsive action
- Higher efficiency
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