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The Balanced Scorecard Chapter 9 Achieving Success in theInformation Era To achieve success in the information era, companies need more than prudent investment in physical assets and excellent management of financial assets and liabilities Companies mobilize and create value from their intangible assets as well as their physical and financial ones Intangible Assets An organization’s intangible assets include: Loyal and profitable customer relationships High-quality processes Innovative products and services Employee skills and motivation Databases and information systems Measuring Intangible Assets Difficulties in placing a reliable financial value on intangible assets have prevented them from being recognized on a company’s balance sheet These assets are critical for success Managers have searched for a system that would help them measure and manage the performance of their intangible, knowledge-based assets The Balanced Scorecard The Balanced Scorecard (BSC) provides a system for measuring and managing all aspects of a company’s performance The scorecard balances traditional financial measures of success, such as profits and return on capital, with non-financial measures of the drivers of future financial performance The Balanced Scorecard measures organizational performance across different perspectives Perspectives Four different but linked perspectives are derived from the organization’s strategy Financial: Customer Internal Learning Growth Balanced Measurements The BSC enables companies to: Track financial results Monitor how they are building the capabilities for future growth and profitability With customers With their internal processes With their employees and systems Connecting the Four Perspectives A strategy map provides a visual representation of the linkages in the four perspectives of the BSC Connections Return on investment (ROI) is a widely recognized measure of financial success Repeated and expanded sales from existing customers, the res
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