Balanced scorecard implementation: linking objectives, measures, and action plans

¶ … categorize each of the performance measures in Table 2 as belonging to one of the four perspectives (to start you off, we've put the three financial goals in the table already).

Learning/Growth

Internal Business Processes

Customer Service

Financial

Improving the customer's experience

Number of new products per client

Employee training

New accounts

New loans created

Cross Marketing

New product development

Loan balances

Deposit balances

Non-interest income

(Albright, 2001) ("What is the Balance Scorecard," 2012)

Then, following the procedure described in Figure 1 of the article (p. 58), you are to connect these objectives and measures into two or more causal chains, indicating how the achievement of one objective leads to the potential achievement of another such that ultimately one or more of the financial performance objectives are achieved.

Improving the customer experience will lead to an increase in the total number of new accounts. This will help with cross marketing and it will enhance deposit balances. The below diagram is illustrating how these areas are interconnected. (Albright, 2001) ("What is the Balance Scorecard," 2012)

Customer experience

New Accounts

Cross Marketing

Deposit Balances

Studying the number of new products will determine the demand for various services. This will lead to an increase in new loans that are created. It is at this point when cross marketing is used to reach out to customers. This is improving the non-interest income for each branch. The below diagram is demonstrating how these areas are interconnected. (Albright, 2001) ("What is the Balance Scorecard," 2012)

The Number of New Products

New Loans

Cross Marketing

Non-Int. Income

This is showing the way different aspects of the balance score card were taken into account. These include: focusing on learning / growth, financial elements, the customer and the internal business process. (Albright, 2001) ("What is the Balance Scorecard," 2012)

Case B: Review Table 3 in a comparative way and try to decide if there is evidence for the effectiveness of the balanced scorecard approach in terms of improving the key financial measures.

In the tables there is no evidence to support the effectiveness of the balance scorecard. This is because most of these branches realized a decrease in loan balances, deposits and net interest income. (Albright, 2001) ("What is the Balance Scorecard," 2012)

Then, to finish the analysis, review the relative performance of the five implementing branches in relation to the information you have presented in the interviews about how the balanced scorecard was used in each of the branches. Briefly describe the relative performance of these branches, and any conclusions you can draw about how the system was implemented in each of them.

The basic conclusions that can be drawn are that the balance scorecard is being forced upon these branches. This is leading to confusion and decreased amounts of productivity. The best way to implement these solutions is to work with branches in understanding its value and how it can help them. (Albright, 2001) ("What is the Balance Scorecard," 2012) (Slater, 2003)