The use of Balanced Scorecard

Balanced Scorecard is a strategy implementation tool, a semi-standard structured report that managers can use to track employees' actions under their control and to monitor the consequences of these activities.

Use of Balanced Scorecard

A Balanced Scorecard is an example of a closed-loop controller or cybernetic control used for strategy implementation management. Closed-loop or cybernetic control is the place where the actual performance is measured, the measured value is compared to the reference value and, based on the difference between the two corrective interventions, is performed as needed.

This control requires three things that are effective:

• the choice of data to determine
• set the data reference value,
• ability to take corrective action.

In the context of strategic management, all three of these inherent closed-loop control elements must derive from the organization's strategy and should also reflect the ability of the observer to monitor performance and then intervene - and both may be limited. Originally, the Balanced Scorecard was offered as a general-purpose management system. Subsequently, it was especially promoted as a strategic management approach. The Balanced Scorecard has recently become an integral part of a structured approach to corporate strategic management.

Two ideas that underpin the design of today's balanced scorecards relate to the fact that it is easier to choose which data to observe and to ensure that the data selection matches the ability of the observer to interfere.

Think Strategic

It is not a surprise that if you think strategic, the goal will be reached faster. If you take the time and if you plan and research everything, it will be only good for your goal.

Strategic thinking involves identifying and developing an organization's strategic forecasting capability, exploring all possible organizational types of the future and challenging traditional thinking to facilitate decision-making today. Recent strategic points of view are increasingly indicative of the fact that the critical strategic issue is not the traditional "What?", But "Why?" Or how?".


You can say that Strategic thinking is a spiritual process that is simultaneously abstract and rational, which must be able to synthesize both psychological and material data. The strategy must have a great ability to analyze and synthesize; An analysis is needed to collect the data with which he is diagnosed to synthesize the diagnosis from these data and in fact, it is the choice between alternate directions of action.


Types of thinkings

• System perspective means that it is possible to understand the consequences of strategic actions.
• Time thinking means that at the same time, you can keep the past, presence and future in order to make better decision-making and faster implementation.
• The hypothesis is guided by ensuring that creative and critical thinking is included in the strategy. This competence clearly includes the scientific method in strategic thinking.
• Reasonable opportunism, which means reacting to good opportunities.