Internal Business Process Perspective Balanced Scorecard Turns

internal business process perspective balanced scorecard turns attention aspects organization's operations possibility direct control managers employees. Here a summary approach: Niven, P. (N.D.) Internal Process perspective.

The balanced scorecard at the Duke Children's Hospital

The change process at Duke Children's Hospital was decided upon as the healthcare institution faced severe challenges. Its operational costs were increasing while its revenues were decreasing. Issues had been raised about eliminating specific programs and reducing the palette of services offered. The levels of productivity on the part of the staff members were decreased, as was their satisfaction and the satisfaction of the patients.

In addressing these issues, the managerial team at the hospital focused on the integration of the clinicians and administrators in a strategic manner, with the aid of the balanced scorecard. As a result, the revenues increased and the net margin of the hospital increased by $15 million. Employee satisfaction also increased to now reveal unprecedented levels.

2. Analysis

The tool used by the Duke Children's Hospital, the balanced scorecard, is a "strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals" (The Balanced Scorecard Institute).

The balanced scorecard is as such an integrated effort to improve the overall organization and it is integrated at various levels of the entity. In the case of the Duke Children's Hospital, emphasis was placed on the integration of the data available so that it is easily accessible, reliable and efficiently portrays a picture of the reality. Then, emphasis was also placed on the generation of performance and the organization of the operational process in terms of financial results. The concepts at the basis of the balanced scorecard implementation referred to the following: financial, customer, learning and growth, and finally, internal business (Meliones, Ballard, Liekweg and Burton, 2001).

In order to attain the objectives initially set, the Duke Children's Hospital focused on the following measures:

The establishment of the key linkages to ensure the necessary connections within the hospital

The analysis of the performances

The gaining of knowledge and strategic control over the organization (Meliones, Ballard, Liekweg and Burton, 2001).

3. Conclusion

The changes implemented by the Duke Children's Hospital have generated multiple impacts on both employees as well as patients. At the level of the employees, these were better informed and better integrated in the business operations. They were as such better motivated to increase their performances in supporting the hospital attain its objectives. At the level of the patients, these received better care from the better satisfied staff members, but also through the aid of improved financial performances, which meant that the hospital could continue to deliver its products and services, rather than cut them. Overall, the impact of the measures implemented at the heath care institutions were those of improved services for the patients and the creation of a superior working environment for the staffs.