Using the balanced scorecard system in the enterprise. How the balanced scorecard improves the company's performance Advantages and disadvantages of the universal scorecard

BSC has a number of advantages: - provides the management of the enterprise with a complete picture of the business; - allows you to prevent the occurrence of critical situations; - facilitates interaction at all organizational levels and provides an understanding of strategic goals to all participants production process; - provides strategic feedback and training; - helps to transform a huge amount of data received from a variety of enterprise information systems into information that is understandable.

Usage example

The Kaplan-Norton BSC technique is used by both small businesses, non-profit organizations, and entire cities. An example of successful long-term implementation of the BSC method is the city of Charlotte in the state of North Carolina (USA). At the beginning of the draft strategy, the goals that the city of Charlotte intends to achieve are indicated here:

To be America's safest big city

The most prosperous city for each of its residents

Become a city of impressive skyscrapers

The first city to integrate the use of space and transport alternatives

Be an eco-city.

SSP in the course of the company's activities

The balanced scorecard in practice includes the main factors of the company’s activity:

Operational and financial efficiency.

Management after the fact. This concept involves the constant collection of information of various types: about customers, suppliers, products and services provided, about operations, expenses and profits, about market conditions, competitive comparisons, employees.

Based on this analysis, it is possible to determine trends, development prospects of the company, carry out planning, evaluate the company's performance, compare the company's performance indicators with its competitors or with industry averages.

3. Customer service.

These metrics should be recorded and regularly reviewed to understand whether the organization is achieving its strategic goals. To better achieve goals, it is assumed that each employee is separately provided with a personal system of indicators and personal goals based on these indicators that he needs to achieve.

Main aspects (perspectives) in the balanced scorecard

In system balanced scorecards The organization is usually considered from the point of view of four perspectives (aspects). In accordance with each of these perspectives, quantitative indicators are developed, data are collected and analyzed: 1) Training and development perspective. Employee training contributes to the development of corporate culture. In any company, educated people are the main resource. The development and improvement of knowledge and qualifications is especially important in conditions of rapid technological change, when it is not possible to hire new technically trained employees, and this also prevents “brain drain” from the company. 2) Business process perspective. This refers to internal business processes. These indicators allow us to determine the customer focus of the company. Such work cannot be entrusted to external specialists, because it requires a clear understanding of all the organization’s business processes. 3) Customers' perspective. This implies customer focus and customer satisfaction in any area. Even if the current financial situation is quite good, it is necessary to constantly analyze the types of customers, processes, products or services, and their compliance with customer expectations in order to ensure customer loyalty in the future. 4) Financial perspective. It is about providing timely and clear capital data, processing and maintaining financial data. For a more precise understanding financial indicators It is also worth considering additional financial indicators, such as risk assessment and comparative cost-benefit data.

Let's talk about using the balanced scorecard. There are a large number of theories that dispute among themselves the right to be considered the most effective technology management. One of them is the balanced scorecard. Despite its obvious effectiveness and usefulness, it, like any other theory, must be adapted to real conditions.

What is this article about?:

• What is the difficulty of using a balanced scorecard?
• How to select indicators related to company goals.
• How to measure indicators.
• Advantages and disadvantages use of BSC.

Using the balanced scorecard: why and how

Accountant Key Performance Indicators

From theory to practice

It was smooth on paper, but they forgot about the ravines. Each business has its own “ravines”, therefore, as many enterprises exist, there can be as many balanced scorecards. Even two organizations in the same industry, which are approximately similar in basic indicators, can implement this system significantly differently. Starting from differences in capital structure and shareholder policies, to the gender and age composition of employees and temperament general director– all these and a large number of other factors influence the formation of an individual management system for key indicators.

What determines the choice of KPIs when using a balanced scorecard

It would seem, how can the capital structure influence the key performance indicators of accountant Petrova? It’s very simple: the company where Petrova works operates mainly on borrowed funds, so a significant part of the payments is interest on loans. Moreover, delays should not be allowed under any circumstances: fines will increase exponentially, credit history will be damaged, the bank may demand early repayment, and so on - the consequences can be extremely unfavorable. To avoid this situation, the goal of accountant Petrova is to ensure that on certain days there is in the current account the amounts necessary to pay current payments on existing loans.

For this purpose, it has set a key performance indicator: “ total days of overdue loan payments for the month.” The target value of the indicator is zero days, low – 1 day, unacceptable – 2 days. If at the end of the month it turns out that out of all loan payments at least one or two payments were overdue by a total of 2 days, then Petrova’s accountant this month will not receive a bonus not only for this, but also for other key indicators, even if she will exceed them all.

How to balance indicators

By the way, what are these other balanced indicators? Petrov’s accountant, afraid of being left without a bonus for late servicing of loans, may begin to constantly keep large balances on current accounts, thereby disrupting the terms of settlements with other counterparties, because his own shirt is closer to his body, and lose the variable part wages no one wants it. To prevent this from happening, another goal of accountant Petrova must be timely payments to suppliers for received raw materials, materials and components. Key performance indicator in in this case may be similar - the total number of days of late payments to suppliers - only the implementation levels will be different:

• excellent – ​​zero days;
• planned – up to seven days;
• low – up to fifteen days;
• unacceptable – sixteen days or more.

It is not practical to set more than four indicators for one employee; the calculations become much more complicated; the greater the number of indicators, the smaller the contribution of each of them to the final salary amount. The results obtained in this way will not justify themselves.

How to measure KPIs to make the balanced scorecard work

The next step should be the correct choice of how to measure KPIs. Let us explain with an example from life: the purchasing manager was assigned a KPI in the form of meeting the standard for the amount of inventory. At the end of each reporting period, inventory did not exceed the standard. Everything seems to be fine: the manager has a bonus, the inventory is normal - but working capital For some reason it's always missing. It turned out that knowing the shipment schedule, the employee adjusted the delivery schedule in such a way as to minimize inventory for only two or three days at the end of the month. The rest of the time they differed significantly upward.

Both the wording of KPIs and how they are measured need to be carefully considered because people do exactly what they are paid to do. They pay for the balance of goods at the end of the month - you will have the balance at the end of the month. If they paid for the average monthly inventory, measured accordingly, then the result would be different.

There are a huge number of similar examples. This is the other side of the coin called the “balanced scorecard”: an error in the choice of goals and indicators or in the way they are measured can lead to consequences that are not at all expected.

How to set up the entire system

Having made sure that all indicators are, in principle, chosen correctly and directly affect the company’s goals, it is necessary to configure the quantitative parameters of the system. There are at least three settings “levers”, not counting the actual KPI selection:

1. Distribution of the importance of indicators among themselves, their relative “weight”.
2. Scale of indicator performance levels.
3. The scale of the variable part of the salary as a percentage of the base rate (salary) depending on the level of performance.

By changing the digital values ​​of these parameters, you can regulate wages within very wide limits. For example, you can make the increase in bonuses by KPI levels non-linear:

• Unsatisfactory – 0% salary;
• Low – 10% of salary;
• Planned – 40% of salary;
• Excellent – ​​60% of salary.

With this distribution, employees will be maximally focused on the planned and excellent levels of KPI implementation.

These levels themselves can also be defined in different ways. For example, financial director, believes that in conditions of a shortage of working capital, late payments to suppliers of about seven days are acceptable. It’s more risky - you can ruin relationships with suppliers and delivery conditions, and in order to pay on time you need to be able to accurately plan upcoming payments and strictly adhere to the established budget. For these reasons, accountant Petrova, who is responsible for settlements with counterparties, was given exactly these indicators for assessing the effectiveness of her work.

By the way, it would also be nice to set a separate KPI for budget compliance in the balanced scorecard. It can be formulated as follows: “The percentage of excess expenditure budget per month". And set the levels of implementation from unsatisfactory to planned, respectively: more than 10%, from 6% to 10%, less than 5%. There will be no excellent level in this KPI; exceeding planned costs over actual costs should not be rewarded. It is in this formulation that this indicator will encourage Petrova both to plan accurately and to strictly implement the spending plan.

Advantages and disadvantages of using the balanced scorecard

In general, the key word in the name of the theory is “balanced”. The difficulty is that not only financial, but also non-financial indicators are used that characterize relationships with clients, achievement of market goals, optimality of business processes and employee qualifications. This is the main advantage of the system, which allows for flexible management by goals, but this is also its disadvantage.

Non-financial indicators for the most part are very individual for each enterprise, and, unlike financial indicators, are not formalized anywhere. This leads to difficulties in identifying and selecting them, determining the degree of their significance - “weight” - in comparison with others. An imbalance of indicators, as in the example with accountant Petrova, can cause a imbalance in motivation and lead to failure to achieve other goals.

Difficulties in balancing the system and obtaining undesirable results lead many managers to disappointment in this apparently very beautiful theory. In practice, it can be very difficult to determine an indicator that would not distort the goals of employees, and at the same time its calculations would be simple, understandable and transparent for both performers and their management.

The trial and error method is hardly applicable in this case. It is impossible to experiment repeatedly with methods of calculating wages; this does not contribute to increasing employee loyalty, and may turn out to be more expensive than all the possible positive effects combined. Therefore, before introducing KPIs, it is necessary to carefully calculate and predict the consequences.

Among the goals related to continuous development, the authors of the theory also describe indicators related to the employee’s personal goals. For example, "learn foreign language"or "take the whole family to an exotic resort" and so on. They say it is necessary to introduce similar indicators to employees in order to motivate them for self-development in the same way as to achieve business development goals. In my opinion, such recommendations cannot cause anything but a smile. This is one of those cases when the naivety of foreign theorists is broken by harsh realities.

What to consider when implementing a balanced scorecard

The balanced scorecard system is more of a motivation system and does not replace operational control and business management, since it is often necessary to respond to deviations of indicators from the norm immediately, and not after summing up the results of the month, when it may be too late.

Management based on key indicators should be introduced gradually, without trying to cover the entire enterprise at once. You need to start with a few key employees or departments.

This technology is one of the possible tools that must be used thoughtfully and very carefully. You should not rely on magic coefficients that will solve all the problems of enterprise management overnight. You can remember the words of Henry Ford: “What is true and desired is never unattainable. It just requires a little teamwork, a little less greed and vanity, and a little more respect for life.”

The balanced scorecard is a special management system that allows an enterprise to set goals as accurately as possible, develop plans for their implementation and implement them. The balanced scorecard helps achieve feedback between different business processes occurring within the organization, as well as external factors. Such contact is necessary to enhance strategic effectiveness and achieve goals.

You will learn:

• What is a balanced scorecard?
• What are the advantages and disadvantages of using BSC.
• What elements are included in the balanced scorecard.

Balanced Scorecard(BSC) is the English version of Balanced Scorecard (BSC). This system is a concept for transferring goals into the future, allows you to plan operational activities and control problem solving. The balanced scorecard is also a mechanism for linking strategic ideas and decisions to the goals that need to be achieved every day.

BSC is a method of directing the activities of the entire enterprise to solve problems. If we consider the level of business processes, it is convenient to control strategic activities using KPIs, or key indicators effectiveness (English version – ). KPIs in their meaning are measures of the ability to solve assigned tasks. Thanks to KPIs, you can evaluate how effective business processes in a company are, and how effective a particular specialist is. Here, a balanced system of business indicators is an enterprise management tool not only in the long term, but also in this moment.

BSC has a number of advantages, one of which is that the company using it ultimately receives a coordination system of actions to solve the task. It is the balanced scorecard system that helps organize work at any management levels and connect different functional sectors. An example of such functional industries is the management of enterprise employees, financial and IT sectors. You cannot look at the balanced scorecard from only one side, from the point of view of the functional industry. This can significantly complicate the implementation and use of the system, and may also lead to misunderstanding of its concept.

BSC can be called:

• New enterprise management system.
• A mechanism for implementing strategy and making adjustments to it.
• A tool for translating strategy into the concept of certain tasks and parameters.
• A reliable means of monitoring performance in the future.
• A system of motivation for enterprise employees.
• A system of feedback, training and continuous development.

SSP appeared relatively recently. The formation of a balanced scorecard was based on the findings of the study, which in the 90s. The twentieth century was spent by professor Harvard Business School Robert Kaplan and President consulting company Renaissance Solutions David Norton, the balanced scorecard arose precisely because of their scientific research. The purpose of the study was to identify new methods that can be used to increase operational efficiency and achieve any business goals.

The essence The BSC can be briefly described in two main provisions:

• Balanced scorecard financial indicators alone cannot form a complete picture of a company. For a comprehensive description of its condition, other parameters should be taken into account.
• A balanced system of business indicators can be used not only to assess the full picture of the enterprise. She might become current system management, connecting the strategic initiatives of business owners or senior managers and the operational activities of the organization's management.

There are many examples in the business environment where Norton and Kaplan's Balanced Scorecard has been successfully introduced and used. It is due to these examples that the BSC is in continuous development, and the accumulation of experience contributes to its improvement. Among the clients of the Balanced Scorecard Collaborative (BSCol) consortium were about 200 organizations, and all of them were interested in the development and implementation of management systems based on the BSC. The consortium worked with the American corporation Mobil U.S. Marketing and Refining, which was able to become a leader among competitors in terms of revenue after previously occupying last place, and Cigna P&C, which turned from an unprofitable company into a successful insurance company with an annual turnover of over $3 billion.

Organizational Balanced Scorecard: Advantages and Disadvantages

Positive sides The BSC is that thanks to it, managers realized the insufficiency of financial resources alone. Cash cannot reflect intangible ones, and especially those based on knowledge. If we consider traditional areas, business success is often based on savings due to an increase in production volumes and scales, and therefore, if the company has become prosperous and rapidly developing, it means that physical and financial resources distributed in it correctly.

It is convenient to monitor and control this type of distribution of funds using the financial indicators of the balanced scorecard. However, in information fields, the ability to mobilize and exploit softer and less “material” resources based on knowledge is becoming increasingly important.

It should be noted that when managing an enterprise whose work is related to knowledge, it is not very effective to use traditional financial indicators. Relying solely on the financial performance of a balanced scorecard is not very forward-thinking, since this can only achieve short-term goals. If a company offers managers material incentives for certain financial results, specialists strive exclusively for “numbers,” which does not have a very positive effect on solving problems in the long term.

The balanced performance scorecard does not abandon financial indicators. But at the same time, they are supplemented by leading indicators that reflect circumstances that affect financial results. Using the BSC, business managers can more closely monitor various aspects of the company's work and monitor the economic environment as a whole.

Thanks to the BSC, enterprises are able to achieve coordination of interests and goals of personnel at different levels and direct the energy of employees in one direction, helping them focus on a single set of indicators. Sometimes such agreement is achieved by developing a balanced scorecard for specific employees or departments based on the corporate Balance Sheet. IN the best option the balanced scorecard system demonstrates the presence or absence of interested employees at the enterprise with proper training (development and training), the effectiveness of ongoing processes (operational direction), and the opinion of the consumer (client line). If there are positive leading indicators, the company has every chance to continue to operate effectively from a financial point of view.

The balanced scorecard has flaws. It, like any management technology, needs to be adapted to the environment and certain conditions. For example, the USA and Japan are fundamentally different countries with significant differences in business processes and culture. Therefore, it is impossible to adapt a BSC intended for a gas processing plant in Tokyo to an export company in New York.

Many foreign companies tried to apply the concepts of American BSC to themselves. But due to differences in both internal organization work, and the external economic environment, enterprises encountered serious problems when implementing and using systems. As a result, the company changed its methodology corporate governance efficiency and adjusted the balanced scorecard system.

Many businesses have had difficulty collecting information about internal processes because they have not yet been formalized and documented.

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Application of the balanced scorecard by Russian companies

In principle, there is no organization that has not used elements of the BSC method in a certain version. There is also no company that has been 100% successful in implementing this system.

Balanced Scorecard (balanced scorecard) has been used in many companies. This includes JSC Russian Railways, the most famous in its industry, and LLC Vladimirteplogaz, a less famous organization. Let us note that the results of the introduction of the system became a major scientific work.

The BSC system is best used in areas where competition is very high. The balanced scorecard is better adapted to companies with a highly developed accounting system, well-thought-out strategy and streamlined business processes.

Speaking about the experience of using BSC at enterprises in Russia, it is worth saying that this system, like, in principle, many other Western methods, is most applicable to service companies, innovative and so-called post-industrial industries. Wherein large enterprises industry, for example, metallurgical Russian and global companies also use BSC. It is they who find it most difficult to apply the experience of Western enterprises.

When creating your own BSC system, you should remember that the Balanced Scorecard System is, in some way, the final version of all management systems and tools used in the organization. The BSC balanced scorecard can only become an addition to a clear and streamlined structure. Its action will be effective only if it stands above the system of collecting and analyzing information.

Expert opinion

How the balanced scorecard helps optimize costs

Mikhail Kuzmin,

HR Director, Kazan Pharmacies LLC, Kazan

From time to time we analyze the salary market and try to bring the salaries of our employees to the average level in this field in our region. Financial motivation is another matter. He is the key one for the company’s HR directors. For example, the level of wages of employees selling our products is directly affected by the implementation of the plan and revenue. This allows you to significantly increase labor productivity. At the moment we think that the balanced scorecard could be an ideal option for us to achieve an optimal personnel remuneration system.

The enterprise has certain administrative costs to improve the professional level of employees. HR department employees or training managers who produce pharmaceuticals, based on a previously drawn up plan, train staff. Such costs for us are investments, the size of which is about 1 million rubles. in year.

We are confident that savings when using the services of outsourcers or combining specialties are not justified. Workers from outside cannot be as interested in their effectiveness labor activity and customer service to the same standards as our staff. If we talk about combinations, I note that we resort to interchangeability, but not with the aim of saving money.

Firms of our level, including us, often use IT technologies to optimize labor costs. Thanks to the automation of the drug ordering system, pharmacy managers began to pay increased attention to the development retail outlets, quality of work, since they no longer perform routine work.

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Blocks that make up the structure of a balanced scorecard

The diagram shows that the objectives and results of the development of the enterprise come from its mission and strategic plan. There are 4 criteria to evaluate them:

Block 1.Finance.

These are the material goals and criteria of the enterprise, reflecting the greatest profitability of invested funds. The use of certain indicators (for example, profit growth, loss reduction, asset utilization) is determined by the specifics of the organization: its strategy, state and characteristics of the market in which it exists. It is required to link all goals and indicators of blocks 2, 3, 4 with material goals from the first block. This means that all BSC indicators individually are linked by a cause-and-effect relationship with the achievement of financial results. In this case, the block containing this or that indicator does not matter.

Block 2.Relationships with clients.

Goals and indicators reflecting the market segments in which the company plans to operate and its customer base are the main sources of profit for the company. In this regard, when forming a company’s strategy, it is important to assess how satisfied and satisfied customers are, and what characteristics of consumer preferences exist.

The tasks and results from the second block can provide the company and all its employees with guidance for working in specific market segments and take into account the wishes of the target audience.

The main indicators of the second block are market share, retaining old and attracting new customers, meeting their needs, making a profit. As a result, consumer goals are formed in all market segments where the company plans to locate, and these goals are communicated to every employee of the company.

Block 3.Internal business processes.

The third block talks about goals and indicators characterizing the processes that are key to achieving the goals of blocks 1 and 2. Here it is necessary to consider what customers prefer, what they need, how to satisfy their needs. We are talking here about both innovation and the gradual implementation of the production process, delivery, and after-sales service. In this case, the following indicators are used: order fulfillment, supply work, planning, control of production processes, losses, level of quality and productivity, cycle time. The mechanism for solving problems from block 3 consists of an introduction innovative solutions, release and delivery of goods (provision of services) to the client, as well as after-sales service. Innovation is becoming increasingly important, since their creation determines whether the company is able to satisfy customer preferences in non-traditional ways, generate new customer needs and operate in the long term.

The successful creation of innovative solutions allows an enterprise to bypass competitors, receive high profits at the stage of creating new products, sales (introduction into the market environment) and reduce production costs. If you correctly and correctly set goals for working with innovations, you can understand what will be interesting to the consumer in the coming days and in the distant future.

If you look at Scientific research and development from the position of the structure of the company’s work, we can say that this is an important organic part of the entire process of developing new products (services). Currently, many successful and profitable enterprises invest more money in research and development than in the production process itself. Innovation is becoming increasingly important to how organizations operate.

Block 4.Personnel training and development.

The tasks and results in this block were always considered as costs of the reporting period, which lasted for a short time. In this regard, when such costs were reduced, opportunities arose to increase income. The balanced scorecard calls for the need to invest in training and raising the level of qualifications of enterprise employees, and informing them. In accordance with the BSC, information infrastructure should be developed, as well as investments in key assets, scientific research and production support.

Experience using the BSC shows that this system cannot be considered as a template. Each enterprise requires its own balanced scorecard system, taking into account the stated mission and strategy of the organization, production and product specifics, history and traditions, position in the market environment, characteristics of the client base and other factors. Usually 3-7 indicators are selected from each block, although their number does not special significance. The only important thing is that they have cause-and-effect relationships and reflect the unified strategy of the organization.

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Step-by-step development of a balanced scorecard

Stage 1.Precise formulation of strategic goals.

The system of balanced strategic indicators is built according to certain principles. To create a system, in overall strategy enterprises should identify specific tasks that detail different strategic aspects. By integrating individual goals, a cause-and-effect relationship can be established between them so that all goals fully reflect the strategic direction of the company.

The balanced strategic scorecard speaks about the planned results by describing them. Each strategic goal there is a connection with one of the company’s development prospects.

There is no need to set a lot of goals for the corporate level of the organization. 25 is quite enough. You should make a choice in favor of the most important goals, guided by the following criteria:

• goals can be measured;
• achievement of goals can be influenced;
• goals suit all employees of the enterprise; they are related to the overall goal of the company.

If a company sets too many goals, this indicates that it cannot concentrate on the main points. This also means that certain goals are not strategic for the level of the organization at which the balanced business scorecard is being developed. In the systems of indicators of units at low levels of the organizational structure, due attention should be paid to the creation of goals for the immediate period and for the future.

Stage 2.Establishing cause-and-effect chains between strategic goals.

There are certain components of the balanced scorecard. One of the key elements of the BSC is the formulation and documentation of the cause-and-effect relationship between the various goals of the company. The fact that an enterprise establishes connections between goals means that the goals are dependent on each other.

Strategic goals are dependent and interconnected, often influencing each other. When one goal is successfully implemented, it is easier to achieve another, and so on in order until the key goal of the enterprise. You can track the connection between different goals using a cause-and-effect chain. Only those that do not contribute to achieving the key are not considered.

The cause-and-effect chain can be called a convenient tool for the balanced scorecard down to levels that are lower in the organization. To visually display how prospects and strategic goals are related to each other, use a strategic map.

Stage 3.Definition of indicators along with their target values.

Using the indicator, you can understand how much the strategic goal has been achieved. The use of indicators makes it possible to specify the system of goals developed during strategic planning and transform the developed goals into measurable ones. Identification of indicators is only possible when the goals are clear. As for choosing appropriate indicators, this task is secondary, since if formulated incorrectly, even the best indicators will not help the company achieve the desired results. It is recommended to use 2-3 indicators (no more) for each strategic goal.

If there are no target values, the indicators created to measure strategic goals are not necessary. Target values ​​of indicators can only be determined during the process of creating the BSC. Finding the target value of a specific indicator is difficult only from the point of view of finding the level that can actually be achieved.

Typically, a balanced scorecard is created for 3-5 years, that is, a long-term planning period. Defining target values ​​for the future is required only for indicators that indicate the desired results of the corporate strategy. Since the strategy is being implemented in the current period, target values ​​are set for 1 year, or the medium term, for indicators that change in as soon as possible(i.e. leading). Thus, a balanced system of enterprise indicators is created according to goals for the immediate period and for the future.

Short-term plans are detailed by time periods (days, weeks, months, quarters) and expressed as planned indicator values. Enterprise management, based on indicators and target values, can learn about deviations of existing processes from planned ones. That is, a comparison is made of the quantitative results obtained in fact with those that were planned.

Stage 4.Identifying the relationship between indicators and business processes.

The indicator, as already noted, is a measure of the level of goal achievement. At the same time, the indicator also acts as a means of assessing the effectiveness and efficiency of a business process. Using indicators in the BSC, you can determine how effective a particular business process is, as well as assess the level of solving the task at the same time.

Stage 5.Definition of strategic activities.

If it is impossible to achieve strategic goals by performing regular activities and conducting standard business processes for the company, they resort to strategic measures. These are all the procedures, projects, initiatives and programs that companies use to successfully achieve strategic goals.

In a balanced system, specific goals should be identified and projects allocated to them. Thanks to this, the company more clearly understands what role a particular event plays in achieving its goals. If a project doesn't particularly help address strategic objectives, see if it provides opportunities to achieve basic goals. If the initiative is not of particular importance here, consider whether it is necessary to implement it at all.

Stage 6.Collection, evaluation and analysis of data on strategy implementation.

A company that plans to introduce a balanced scorecard must remember that this is a fairly lengthy process. Specific time necessary to debug and maintain the system. In order for the balanced scorecard to improve, senior managers and decision makers should regularly review and evaluate the company's performance.

Strategic goals are very relevant for the enterprise. Their level of importance should be assessed at least once a year. In this case, you should answer the following questions and analyze the answers to them:

• Are the selected indicators capable of assessing the level of achievement of the set goals?
• Is it easy to calculate indicator values?
• Have the departments approached the target values ​​of the developed indicators?
• Were you able to achieve the target values ​​of corporate goals?
• What role does this or that play? structural subdivision in achieving higher level goals?

The assessment of indicators consists mainly in understanding the possibility of calculating the actual value of the indicator, and the basis is information from the reporting period. It is also necessary to compare the plan-fact according to the values ​​of the developed indicators and find out the reasons why deviations occurred. Together with the analysis, they either adjust the target value of the indicator, or develop corrective measures to get closer to the previously established target value.

The lower-level balanced scorecard should be assessed from the perspective of achieving higher-level goals. In addition, the forecast of target values ​​of indicators for the future is rational.

It is also necessary to analyze activities, in particular:

• Was the implementation of all activities in accordance with the developed plan successful?
• Did you manage to meet the specified time frame and allocated funds?
• Did the activities contribute to achieving the goals?

How to organize the implementation of a balanced scorecard

When a company introduces a balanced scorecard, the entire strategy implementation process changes. Here it is important to focus on the following circumstances.

First. Using the BSC is not the development, but the implementation of a strategy. As part of this process, it is important that the company already has a clearly defined, formulated strategy.

Second. The balanced scorecard should be viewed primarily as a management system that covers all processes. When introducing it, you should also not try to systematize financial and non-financial indicators. As Norton and Kaplan said, a well-designed balanced scorecard must recognize itself as a process aimed at change.

According to Robert Kaplan, there should be 4 stages in implementing a balanced scorecard:

• creation of a BSC. Here long-term plans transformed into clearly defined goals and activities. After development, the system should be integrated into the enterprise management process;
• clutch. All hierarchical levels are linked to each other (both management and auxiliary links) by building certain indicators and goals; strategic communication is organized, compensation is provided for putting forward proactive decisions;
• planning. Here they determine how to achieve their goals by completing certain tasks, design strategic activities and allocate resources;
• feedback and learning process. At this stage, the theory of strategy is tested and updated to take into account new knowledge.

If the balanced scorecard is being implemented for the first time, the process is always complex. It should be controlled and managed by a special group, which includes specialists in different industries. In terms of introducing the BSC, there may be the following stages (implementation takes about 4 months):

• prerequisites are created for the introduction of the BSC (company level);
• the fundamental architecture is established (enterprise level);
• achieve alignment on strategic goals (pilot level);
• units of measurement of target indicators are determined (pilot level);
• action programs are created (pilot level);
• a plan for commissioning the project and completing the work is established.

It is important to constantly analyze the balanced scorecard. The experience of introducing the BSC was repeatedly analyzed and made it possible to identify standard errors.

As for the actual introduction of the system, the miscalculations here are primarily related to the fact that responsibility for the execution of the project is shifted to middle managers, and senior management is removed from this; with a tightening of creation (aspirations project team very ambitious - she wants to do everything “excellently”, when sometimes “good” is enough); the implementation of the project is delayed due to the fact that the relevant indicators are insufficient; work is performed statically, not dynamically; the new concept is interpreted as a system project.

As for the philosophical content, a number of mistakes are also made here. Control measures are often prioritized over communication tools; managers dictate their terms, which suppresses the improvisation of workers. Because of this, the project is viewed as an initiative of managers, and not as a general task of the entire enterprise.

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Expert opinion

An example of implementing a balanced scorecard in logistics

Vadim Cherenkov,

Director of Logistics at BL Trade, Moscow

We have been implementing BSC since 2006. The initiative came from the General Director of the company. The BSC Balanced Scorecard was a separate project led by specialists who were implementing a quality management system in the organization. Department heads, including the head of the human resources department, worked on the initiative.

The head of the enterprise set the following tasks for the management of the project and departments:

• Provide consumers with quality service.
• Organize transparent work of departments.
• Unambiguously assign a bonus part of wages to employees (at the moment, any employee has the opportunity to calculate the amount of his monthly salary).

Before the implementation of the system (it was smooth and experimental), all areas of responsibility were distributed between departments.

At the moment, in the BSC system of a logical division of an enterprise there are such groups of indicators as:

1. Indicators by which interaction with external clients is assessed and how well the logistics service operates is determined. Thanks to the indicators, it is possible to achieve control over the timeliness of deliveries and their quality, the order and time of document processing, and order processing. Depending on the exact adherence to the regulations, increasing or decreasing coefficients of indicators are used (bonuses and deductions for employees depend on them). The indicators are operational (that is, they are assessed current work with the client during the month) and strategic (determine how fully the sales plan is fulfilled for the quarterly or annual period).
2. Indicators by which it is assessed inner work(for example, the responsibilities of the division for working with distributors include assessing the activities of the logistics department regarding the timely provision of transport). To evaluate logistics, we use no more than 5 coefficients (KPI). 3 of them are for evaluation external work, 2 – internal. In the presence of large quantity indicators, people can easily get confused and not understand what they should do or monitor. For example, KPIs, with the help of which you can evaluate the work of the department working with distributors, are formed like this.

Operational type indicators:

• how quality are the shipments;
• what is the delivery period (are the obligations under the contract, according to which we must deliver goods by a certain date, being met).

Strategic indicators:

• fulfillment of the sales plan;
• internal assessment of the department’s performance (for example, satisfaction of consumer complaints).

Thanks to the BSC system, the logistics component of the enterprise's activities has become more structured. It is easier for employees to fulfill their responsibilities by understanding who is responsible for what and who works how.

How to Evaluate the Effectiveness of a Balanced Scorecard

Assessing the overall effectiveness of use new concept at an enterprise consists of all types of effect in aggregate. This is the effect:

• financial (costs for current planning are reduced in monetary terms);
• social (the motivation system for employees is improved);
• marketing (you can increase market share if required);
• informational (the validity of decisions made is increased due to the timely receipt of reliable information);
• organizational (interaction between departments of the company improves, employee turnover decreases, the level of education grows, as does the professional level).

The most well-known methods by which the effectiveness of innovations in the management field are assessed can be divided into 4 groups:

• according to the level of achievement of planned results;
• by the ratio of goals achieved in work and expenses;
• according to the degree of compliance with the sample;
• by the level of satisfaction with the process of everyone involved in it.

We can talk about two fundamentally different methods for judging the effectiveness of management tools.

The first is the ratio of performance to costs. Thanks to this method it is possible to determine economic efficiency the management tool used to any indicator of the company’s performance.

The second is an assessment of effectiveness as a whole. Two periods are compared: before the tool was applied and after its implementation. Using this method, you should start from the fact that if in overall system management can be called effective, then the management tool used in it is effective. How effective management is can be judged on the basis of indicators characterizing the activities of the object of management, that is, the company in question, where a balanced scorecard system was introduced at an experimental level.

• Performance indicators are the main sensors of the company

Typical mistakes in implementing a balanced scorecard

Why do a number of modern balanced scorecards not bring the desired results? The reason is that many companies are focused on saving money and time and do not pay attention to important components during development. Here are the most common mistakes companies:

1. Organizations do not fully understand how the principles of the BSC work, but are trying to implement the system.
2. Firms try to create a system based on metrics and key performance indicators, although strategy should be at the core. It is the main component of the balanced scorecard system. The use of key indicators makes sense only when the strategy is clearly defined.
3. Companies use a template strategy or try to adopt it from other businesses. The strategic map should reflect the organization's unique goals that correspond to the real state of affairs. The purpose of a strategic map is to solve existing problems, and therefore top-level managers should participate in its development.
4. Firms do not want to review and update the strategic map, key indicators and work plan. Of course, there is a gradual change in guidelines, which requires regular revision of the balanced scorecard system.
5. Businesses oversimplify KPIs. Although key performance indicators help track progress toward achieving goals, many organizations do not develop a unique system, preferring standard indicators. The evaluation criteria must be appropriate and meaningful, and therefore maximum effort should be made in their selection.
6. Companies do not have an action plan for the BSC. If you have a strategy but no action plan, you will never be able to achieve your desired goals.

What makes it difficult to implement a balanced scorecard

1. Companies are not ready to implement BSC.

The degree of readiness of a company to implement the BSC is determined by several parameters. The first step is that the company actually needs a balanced scorecard. If the company is small, where top-level managers know each employee by sight and can easily monitor the work of the staff, the system may not be needed in such an organization.

Another parameter is the “maturity” of the company. A company ready for BSC is an enterprise with well-functioning regular management, a formalized organizational structure, the presence of job descriptions and staffing. Another point by which one can judge the maturity of a company is the following: the company has procedures for planning and budgeting work.

If the above parameters are missing, it means that the organization is not ready, or not ready enough for the BSC.

2. Resistance of the enterprise's political system.

The introduction of the BSC can be considered as a change organizational activities. Managing a balanced scorecard system can affect the interests of enterprise employees: both ordinary and management. The balanced scorecard system implies increased control over the work of specialists. They, in turn, may react negatively to the changes, which will lead to demotivation. It is possible that tension will arise, conflicts will emerge or escalate.

The balanced scorecard is closely related to the motivation and reward system. The Balanced Scorecard System is a political process in which not only the resources allocated to the work of different departments of the organization are redistributed, but the level of monetary incentives for management and personnel also changes. When introducing a BSC, one should take into account the time and effort that will be spent on resistance to change.

3. Mentality of management and ordinary employees.

An obstacle to the introduction of a BSC may be the mentality of the enterprise’s employees. This affects, first of all, senior management, specialists making strategic decisions, in particular those who are interested in introducing the BSC.

The balanced scorecard is a method that is widely used in the West. In Russia, BSC is often perceived as an additional unnecessary element in a well-functioning management structure. Company employees doubt that the system is truly useful. At the same time, senior management, as a rule, tries to convey information about the effectiveness of the BSC to ordinary employees, often to no avail. Because of this, difficulties arise in vertical integration from long-term tasks to the operational implementation of work, which is what the BSC implies.

Expert opinion

How to use the negative experience of implementing BSC to benefit the company

Artem Panin,

supervisor project management Real estate agency "Domostroy", Moscow

We tried to introduce BSC at our enterprise for the first time in 2003. We created a system and started working with it. Formally, we implemented it, but the balanced scorecard system did not bring the desired results for a number of reasons:

1. Each manager had from 1 to 10 indicators, but it was not possible to determine which were the most important.
2. There was a dependence of all indicators on each other.
3. Management did not see the need to implement a new system.
4. There was no correlation between BSC indicators and staff motivation; employees were given funds for solving completely different problems.

Since we could not come to anything definite, we decided to create and introduce a new BSC. Taking into account the unsuccessful experience gained earlier, we preferred a more consistent scheme. First we created a strategy. This took about 7 months. Having gained clarity on the individual strategic parts, we began to adapt the BSC to them. It took three months. Next, we correlated the developments with the motivational system. It should be understood that introducing a BSC without a planned strategy is pointless. In this situation, it simply begins to be a system operational management enterprise.

We want, that new system Balanced indicators have yielded certain results: a clearer orientation of personnel towards the strategic goals of the enterprise, a reduction in the cost of servicing processes, and an increase in the efficiency of operations in general. Our main goal is to increase the value of the company and its investment portfolio. All top managers need to be aware of the specific goals the company is pursuing and encourage staff to achieve them.

Information about the experts

Mikhail Kuzmin, HR Director of Kazan Pharmacies LLC, Kazan. Kazan Pharmacies LLC is a pharmacy chain operating in Kazan, the Republic of Tatarstan and the Volga region. Share of presence on pharmaceutical market Tatarstan, according to its own estimates, is 14%. Currently, the network has 38 pharmacies (their number increases by ten every year). The company was recognized as the best pharmacy chain in Russia (according to the results of the “Platinum Ounce-2005” competition), the best pharmacy chain in Tatarstan (according to the results of the “Best Pharmacy Chain of Tatarstan-2006” competition), and was also awarded the diploma “The Most Modern Pharmacy” (according to the results of republican competition“Best Pharmacy 2006”, held by the Ministry of Health of the Russian Federation together with the Department of Pharmacy and Medical Equipment of the Republic of Tatarstan). This is the only pharmacy chain in the Republic of Tatarstan included in the top ten most influential pharmaceutical organizations in Russia (according to a study conducted by Pharmexpert CJSC at the end of 2006). The number of personnel is about 600 people.

Vadim Cherenkov, Director of Logistics at BL Trade, Moscow. The company "BL TRADE", founded in 2003, is the official representative of the industrial block of the largest Russian lighting holding BL GROUP and an exclusive supplier of products brands GALAD and OPORA ENGINEERING. The team of BL TRADE LLC is more than 100 people. In addition to the main services, the company structure includes a technical promotion department, which promptly informs about new products, a design department, which has the ability to prepare a custom-made project in a short time, and a department new technology, which is developing promising models of lamps.

Artem Panin, head of project management at the Domostroy real estate agency, Moscow. Real estate agency "Domostroy" is one of the largest players in the real estate market of Moscow and the Moscow region, one of the five largest real estate agencies in Moscow (according to www.rbc.ru, July 2007). The company has been operating in the real estate market since 1994. Its activities include almost the entire range of operations in the real estate business: from investing in construction to renovation and design work. The organization's main clients are individuals those wishing to purchase real estate, as well as developers, investors and landowners. The company employs more than 300 employees.

Today, one of the best tools for correlating the overall development strategy of an enterprise with the work process of each individual employee or specialized departments, as well as operational monitoring of the implementation of assigned strategic tasks, is a balanced scorecard. The article discusses what it is and how it is determined.

Balanced Scorecard – definition, concept, differences from other management systems

Balanced Scorecard (BSS) — it is a streamlined system of prioritizing to achieve goals. Its use increases employee productivity and allows for better management of processes occurring in the company.

This system of indicators was developed at the turn of the eighties and nineties. Two professors (Robert Kaplan and David Norton) studied twelve various companies. They found that managers of business entities incorrectly prioritize the work of employees. The majority were focused on obtaining maximum profits in the shortest possible time, that is, there was a focus on the short term, and there was no talk of training staff or increasing the average level of qualifications in the company. As a result, management hindered the development of their companies, since the ordinary employee did not understand his role in the overall business of the company, which negatively affected the efficiency of his work.

To solve this problem, professors developed a balanced scorecard, which was tested in several companies. After that, it was recognized as unique because it made it possible to integrate both monetary and non-financial indicators of useful activity. Since then, its concept has constantly developed and improved.

This system has many differences from other control systems:

• All processes occurring in the company are combined into a single mechanism;
• The system was created not only for managers, but also for each individual employee;
• It manages not only financial processes, but also other indicators important for the company’s productivity;
• This is not a system for obtaining indicators, but a system for managing through them.

Elements and objectives of the balanced scorecard

The balanced scorecard includes four projections, each of which plays an extremely important role in the implementation of the organization’s development strategy:

1. Finance;
2. Clients;
3. Internal business processes;
4. Education and development.

According to the developers, there are only four projections, each of which must be implemented, but, due to certain circumstances, the organization’s management can include new projections.

Each projection is associated with a corresponding key question:

1. How can the chosen strategy affect the financial position of the organization?
2. What image should the company create for the client in order to implement the chosen strategy?
3. What internal processes are fundamentally important for the implementation of the strategy?
4. What paths must be taken to realize the opportunity to improve and adapt the organization to achieve the strategy?

Obtaining answers to these questions is the main step towards implementing the planned development strategy. It is very important that a cause-and-effect relationship is established between the projections, since they must work comprehensively, and not separately.

Resolving the issue of each projection sets certain goals for the company. The achievement of individual goals should also not be indirect, therefore a cause-and-effect relationship must be established between them.

The principle of functioning of the balanced scorecard system

It is customary to highlight the following principles of system operation:

Preparing to build the system

The first thing that needs to be done when preparing to build a system is to clearly define your strategy, which, in the future, will be implemented, as well as assess possible growth prospects. Characteristic a balanced scorecard is a consideration of all possible perspectives on the path to developing and implementing a strategy. That is why, in order to successfully use the system, it is necessary to determine in advance possible prospects, as well as formulate strategic goals for them.

Building a system - steps

When all the necessary preparation activities have been completed, you can begin to build a system consisting of the following steps:

1. Development of a map of goals distributed across multidirectional perspectives. It is important to note that these should not be some abstract goals. It is necessary to define very specific tasks and immediately move on to their implementation. It's also important to note that a perspective without a goal simply doesn't make sense;
2. Development of indicators. It is with their help that the system is managed, so it should include only the most significant and, at the same time, accessible indicators for analysis;
3. Development of planned values. Indicators and target values ​​must be considered separately, since the former remain unchanged for a long time, while the latter are constantly changing. It is also worth remembering that target values ​​should be determined taking into account maximum development, but be realistic and achievable;
4. Developing an event to achieve planned values, that is, determining exactly how the strategy will be implemented in practice;
5. Delegation of all derived values ​​- each individual task must be assigned to a department or specific employees;
6. Integration of the BSC into the employee motivation system. Each employee must be interested in the successful implementation of the company's strategy and have a certain motivation.

Ensuring the performance of the BSC

In order to ensure the normal functioning of the BSC, company management must regularly analyze the work and continuously monitor the process of implementing the strategy. To correctly assess the results of work over a certain period of time, it is necessary to answer the following questions:

When performing an analysis, it is important not only to assess how effectively the system works, but also to develop ways to eliminate existing shortcomings in order to make the required adjustments. Only constant analysis and monitoring will ensure the functionality of the BSC.

Balanced Scorecard - Example

An example from the SAS Cable Plant organization will help you understand how a balanced scorecard works. This is a relatively large company that successfully uses this system in implementing its strategy.

Effective use of the BSC requires its development in accordance with the specifics of a particular organization, and not the use of someone else's sample.

Component	Target	Index
Finance	Increasing company value	Shareholder Value Added (SVA)
	Increase in sales volume	Income
Clients	Increased marketing activity	Number of marketing activities
	Increasing the share of significant clients	Sales share of significant clients
Processes	Improving product quality	Percentage of deviations Percentage of defects
	Increasing the efficiency of internal projects	Inner Self 0 I
	Creation of a quality management system (based on 1E0-9000 series standards)	Percentage of certification project completion for 180-9000
	Expansion of production capacity	Production area (m2)
	Implementation of the EPP system	Number of EPP system users
	Development of the planning system	Forecast accuracy (plan/actual)

Benefits of Using the Balanced Scorecard

• Drawing up a complete and objective picture of the business for management. The KPI BSC solution allows you to receive up-to-date information necessary for making the right strategic decisions.
• Prevention of crisis situations. Using the BSC, you can avoid serious crises, including bankruptcy or takeover by competitors.
• Facilitating interaction between organizational levels. One of the effects of using the BSC is a simplified diagram of relationships between teams and individual departments, which makes work more efficient.
• Simplifying the understanding of developed business plans by all participants in the production process, which has the most positive effect on the volume of output and labor productivity indicators.
• Provide strategic level feedback and training. The balanced scorecard system allows you to create a reliable communication channel, improve the level of personnel qualifications, etc.
• Simplification of work with information. Help in transforming and processing the enormous amount of data received from numerous sources into a simple and logically understandable system.

In order to work successfully, withstand competition, constantly improve the quality of work and have consistently high results, large companies It is necessary to promptly receive truthful information about your work in order to take timely measures to expand your own capabilities and improve the quality of the goods produced or services provided. The SSP is called upon to help with this.

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State Institute of Economics, Finance, Law and Technology

Department of Marketing

Course work

on the topic: “Use of a balanced scorecard in an enterprise”

Discipline: “Fundamentals of Management”

Completed by a third-year student of group 201

Faculty of MSRiT

Skorokhodova G.O.

Checked by Doctor of Economics, Associate Professor

Levizov V.A.

Introduction

Chapter 1. Balanced Scorecard (BSS): essence, content and structure

1.1 History of the creation of the BSC

1.2 Essence and structure of the BSC

1.3 Enterprise strategic map as a component of the BSC

Chapter 2. Implementation of a balanced scorecard in the enterprise

2.1 Construction and implementation of the BSC at the enterprise

2.2 Advantages and disadvantages of the balanced scorecard

Introduction

Currently, to achieve success in a dynamic environment, companies need to be able to quickly adapt to changing market conditions and surpass their competitors in quality, speed of service delivery, breadth of product range and price of products.

Strategic systems are becoming increasingly widespread and used management accounting, one of which is the balanced scorecard. The main purpose of the system is to provide functions for collecting, systematizing and analyzing information necessary for making strategic management decisions for subsequent implementation of the results in the company's activities.

Balanced Scorecard is a system for measuring the performance of an entire enterprise (system strategic planning), based on a vision and strategy that reflects the most important aspects business. The BSC concept supports strategic planning, implementation and further adjustment of the strategy by combining the efforts of all departments of the enterprise.

This technology was developed relatively recently, in 1991, but since then the percentage of companies using BSC has increased many times over. BSC allows you to cover all financial and non-financial indicators in an enterprise, draw a general conclusion on them and clearly demonstrate the result.

The relevance of implementing a balanced scorecard system is the ability to increase the company’s shareholder value through increasing the efficiency of all business factors: finance, customer service, business processes, personnel. Also, individual elements of this system can be used to solve quality management problems and to support local improvements in company departments, which makes the scope of its application even wider.

The purpose of the work is to study the essence and structure of the BSC, consider the possibilities of introducing the BSC at the enterprise, as well as identify the strengths and weaknesses of the BSC.

The structure of the work consists of an introduction, two chapters, a conclusion and a list of references.

The introduction outlines the relevance of the topic, goals and structure of the work.

The first chapter discusses theoretical aspects balanced scorecard system, namely the history of the creation of the BSC, its essence and structure.

In the second chapter, the prospects for introducing BSC at the enterprise are explored and its advantages and disadvantages are identified.

The final part of the work presents the relevance of the problem, conclusions and recommendations based on the research conducted.

Chapter1. Systembalancedindicators(SSP): essence,contentAndstructure

1.1 StorycreationSSP

balanced strategic balanced scorecard

The history associated with the creation and subsequent development of the Balanced Scorecard concept dates back to 1990, when the Norlan Norton Institute began studying the issue of management efficiency, as well as the search for opportunities and tools to improve it. This study, “Measuring the effectiveness of the organization of the future,” took place over the course of one year and had as its goal the search for alternative methods of measuring efficiency based on non-financial indicators.

The study was led by David Norton, director of the Norlan Norton Institute, currently head of the Balanced Scorecard Collaborative, and Robert Kaplan, a Harvard Business School professor hired as a scientific consultant for the project.

As the main hypothesis of the project, the research participants chose the following: “basing the methodology for assessing the efficiency of an enterprise solely on financial indicators does not ensure growth in the future economic value of the organization.” At the end of the 80s. Professors Robert Kaplan and David Norton conducted a study of 12 companies. The study found that companies focus too much on financial performance, and in order to achieve them in the short term, they reduce spending on training, marketing and customer service, which in the long term negatively affects their overall financial health.

The authors proposed new approach to the implementation of strategies. The approach was based on a statement, the meaning of which can be summarized as follows: “what cannot be measured cannot be controlled.” In other words, effective management Performance involves accurate assessment of performance.

While working on the project, the researchers studied, supplemented, and improved various promising systems for assessing the activities of enterprises. Along with improving traditional indicators, for example indicators business activity, completely new ones were created - indicators of timely delivery of goods or services to the client, product quality and time cycles production processes, performance indicators for new product development, indicators improvement, teamwork, leadership effectiveness, etc.

During the research process, we put forward various ideas and proposals regarding the content of system indicators. For example, it was considered the possibility of including indicators of creating value for shareholders, productivity and quality, however, during the testing process, the researchers came to the conclusion that the most optimal is a multifunctional system for assessing the organization’s performance, which was eventually called "Balanced Scorecard" and included four main components: financial, client, internal and training and development components (Figure 1).

Figure 1. Balanced Scorecard

They called their development "Balanced Scorecard" (balanced scorecard) to emphasize the balance ("Balanced") of the system, which should be measurable using a system of indicators (“Scorecard”).

The authors of the system note: “The BSC retains traditional financial parameters that reflect the historical aspect of events that have already happened. This is certainly important for industrial-era businesses for which investing in long-term capabilities and customer relationships was not critical to success. However, such financial criteria are not suitable for managing and evaluating the activities of companies in the information age, which are aimed at creating value through investments in customers, suppliers, employees, production, technology and innovative projects. The BSC complements the system of financial parameters of the already accomplished past with a system of assessments of prospects.”

As the popularity of the proposed methodology expanded, its dynamic development, and recognition by companies in which it was used, the number of tools and technologies developing the original concept increased.

So, over the past fifteen years, the balanced scorecard has evolved into a powerful tool for implementing strategies and continuously assessing their effectiveness.

1.2 EssenceAndstructureSSP

Balanced system indicators (BSC, Balanced Scorecard) is a system of strategic management of a company based on measuring and assessing its effectiveness using a set of optimally selected indicators that reflect all aspects of the organization’s activities: financial, production, marketing, innovation, investment, management, etc.

SSP is a strategic management tool that allows you to link a company's operational activities with its strategy. BSC reflects the balance that is maintained between short-term and long-term goals, financial and non-financial indicators, main and auxiliary parameters, as well as external and internal factors activities.

home task SSP- increasing the shareholder value of the company, which includes the following sub-goals:

Creation of a management system for a company or organization that allows for the systematic implementation of strategic plans, translating them into language operational management and monitoring strategy implementation through key performance indicators;

Creation of performance indicators for managers at a higher level, including in an integrated form the tasks and indicators of managers at a lower level of the organizational and functional structure;

Ensuring the implementation of the strategy by regular activities of all departments, managed through planning, accounting, control and analysis of balanced indicators, as well as motivating personnel to achieve them;

Eliminating the gap between the company's goals and their operational implementation, as well as promptly responding to changes;

Assessing the success of any costly project;

Linking the company's goals to the activities of its personnel.

Basic ideas SSP:

A company is successful only if development proceeds systematically, i.e. the company achieves its goals by creating and implementing strategic plans;

The actions of the entire company must be coordinated in such a way as to achieve goals at the lowest cost and in the shortest possible time;

You can manage what you can measure. A manager at each level must have a set of key performance indicators that he uses in his activities.

The essence SSP is formulated two main provisions:

1) financial indicators alone are not enough to fully and comprehensively describe the state of the enterprise; they need to be supplemented with other indicators;

2) this system of indicators can be used not just as a comprehensive indicator of the state of the enterprise, but as a management system that provides a connection between the strategic initiatives of the owners or top management and the operational activities of the enterprise management.

Structure SSP.

The main structural idea of ​​the BSC is to balance the scorecard in the form of four perspectives.

1. Financial perspective

Contains financial and economic indicators at the company or business line level, reflecting the strategic goals of shareholders.

Financial results are the key criteria for assessing the current activities of an enterprise and a measure for measuring the success or failure of the chosen strategy. As a rule, typical goals within the financial projection include increasing product profitability, profitability equity, clean cash flow, net profit and etc.

The financial perspective indicates whether the economy's goal of achieving long-term economic success can ultimately be realized. Examples of indicators: turnover, earnings, price structure, capital structure, debt ratio, etc.

2. Client perspective

Contains indicators characterizing the reaction of the environment to the company's ability to satisfy customer needs to achieve financial goals.

This perspective covers the identification of key market segments, criteria and indicators of customer satisfaction, retention and acquisition of new customers, customer profitability, market share in target segments, indicators that determine the value proposition on the part of the company, which in turn largely determines customer loyalty to the supplier products or services.

3. Perspective internal business processes

Contains indicators characterizing the effectiveness of business processes to achieve goals in the two above areas.

This perspective characterizes the internal processes of the enterprise, such as innovation process, product development, production preparation, supply of basic resources, manufacturing, sales, after-sales service.

The process perspective indicates which processes achieve stakeholder and financial goals. At the same time, attention is not focused on listing all processes in the enterprise, but focuses on those processes that are of key importance in transforming the strategy and strengthening competitive advantages. The efficiency of business processes determines the value of the company’s offer, which determines the number of attracted customers and the final financial result. The indicators of this projection focus on the processes that make the main contribution towards achieving the intended goals. financial results and customer satisfaction. After key business- processes have been identified, indicators and criteria characterizing these processes are determined and performance indicators are developed.

4. Perspective training And development

Contains indicators of the ability to ensure the efficiency of key business processes using key intangible assets: competence and culture of personnel, management and technological infrastructure.

This perspective describes the enterprise's ability to learn and grow, which distinguishes people with their abilities, skills and motivation, Information Systems, allowing the supply of critical information in real time, organizational procedures that ensure interaction between participants in the process and define the decision-making system.

Figure 2. Relationship between the main directions of the BSC

The above perspectives are classic, the most common, their relationship is shown in Figure 2. However, it cannot be argued that they are the only ones, because The main point of the methodology is the formation and measurement of strategy, and it just so happens that this must be done from the perspective of finance, client, process and personnel. The company may choose other titles (Personnel vs. Training and Growth) and other perspectives, such as Supplier. This will mean that the Supplier in this case becomes the most important figure for this company.

1.3 StrategicmapenterprisesHowcomponentSSP

A strategy map is a visual model for integrating an organization's goals into the four dimensions of a balanced scorecard. It illustrates the cause-and-effect relationship between the desired results of the customer and financial components, on the one hand, and the outstanding results obtained in the main internal processes - production management, customer management, innovation and legislative and social processes. These critical processes create the customer offering and deliver it to target customers, which also contributes to the financial performance goal. In addition, the strategy map identifies the specific capabilities of the organization's intangible assets.

The map details the system of indicators, illustrating the dynamics of strategic development and making the focus on the main directions clearer. A strategy map provides a universal and consistent way to describe strategy so that you can not only set goals and metrics, but also manage them. The strategy map is the hitherto missing link between strategy formulation and its implementation.

Strategic maps are useful because they eliminate the main contradictions in activities modern organizations, namely the discrepancy between their short-term and long-term goals. Short term goals mainly relate to business processes, production and financial activities of the company, relations with suppliers, consumers and competitors. Long-term goals are usually not so specific and defined, but in any case they are designed to generate income in the future.

With the help of strategic maps, you can show what managers of organizations are responsible for, as well as offer specific measures of the organization's performance.

As a result of the use of strategic maps, the field of vision of the company's management expands, which allows increasing the number of controlled indicators.

Method drawing up strategic cards By MSP:

Step 1 - setting strategic intentions and mobilizing the top management team and organization for change.

Step 2 - translation of the strategy into operational language, that is, into the format of a strategic map, BSC, system of target indicators, portfolio of strategic initiatives, assigning responsibility.

Step 3 - deployment of the strategy to the level of SBU (strategic business unit) and functional units.

Step 4 - broadcasting and explaining the strategy in the organization, linking personal goals and indicators of employees with the organization's strategy, forming a motivation system.

Step 5 - bringing all resources and processes into strategic alignment, creating conditions under which work on the strategy and its implementation was a continuous process.

An example of an enterprise strategic map is presented in Figure 3.

Figure 3. Example of an enterprise strategic map

Using a strategic map, managers receive answers to basic questions: what needs to be done to solve strategic problems, how the company creates its value, what processes are key in creating added value, etc. As a result of using the map when creating a BSC, the company’s activities become more understandable and structured.

This structuring, in turn, leads to an integrated approach to managing an organization:

Quality management: customer orientation, leadership, people involvement, strategic quality management through standards, continuous improvement, fact-based approach to decision making, mutually beneficial relationships with suppliers;

Marketing concept of the business: customer focus, involvement of all employees and relationships with suppliers;

Process approach, which is an integral part of the process perspective;

Redesigning management systems: a systems approach to management and an evidence-based approach to decision making.

The interesting thing is that with this integrated approach the basic principles of management, in accordance with the main goal of the enterprise, are translated into the BSC. That is, if an enterprise introduces a quality management system that is created through simple, repeatable processes, then the main management task will lie in the process perspective. If this is a company that connects its activities with the development of new creative technologies, then the management system will find its expression in the growth perspective.

So, the BSC is a theoretical reflection of the enterprise, which allows stakeholders to choose a strategy from the formulated strategic map and move on to the specific implementation of the selected strategy and its communication to the level of an individual employee.

Chapter2. Implementationbalancedsystemsindicatorsonenterprise

2.1 ConstructionAndimplementationSSPonenterprise

Construction SSP.

The construction of a BSC should be based on five key principles:

1. Management changes must be carried out top management. Successful implementation of the BSC begins with the recognition of the fact that new strategy brings significant changes. The organization must go through several stages:

Awareness of the need for change;

Choice of leaders. There is a change in the management structure of the organization in order to consolidate the transformations.

2. Transformation strategies V continuous process. When building a BSC, the so-called double-circuit management process is used: tactical management (financial resources and monthly reports) and continuous strategic management.

3. Finishing strategies before intelligence everyone member teams. First of all, the company's management must explain to its employees why this concept is needed, what results it will lead to, and how it will affect each member of the team. Each employee should feel that he is part of all changes, and realize that the results of all planned changes depend on his work.

4. Involvement everyone employee V implementation strategies through their daily officials responsibilities. The BSC concept implies that every employee must accept the strategy and want to implement it in the performance of their daily functional duties.

5. Conversion organizations For implementation strategies. This means that each structural unit of the organization must take part in the implementation general program. And for its successful implementation it is necessary to combine all these divisions into a single whole. This is the main task of the BSC.

Development balanced systems indicators carried out in several stages:

- modeling - determining the overall strategy, mission and vision for the development of the organization by conducting a survey of management;

- communication And relationship - The BSC is integrated into the existing management system of the organization;

- technical integration- identification of parameters and data sources, determination of procedures for obtaining necessary information from different sources, the relationship between the BSC module and the other modules of the system must be developed;

- organization reverse communications- this process gives the company the opportunity to constantly monitor the implementation of the adopted strategy and the achievement of set goals by analyzing deviations of actual results from planned indicators.

Stages implementation MSP:

1. Analysis context. At this stage, an analysis of the company’s competitive environment and the formation or revision of the company’s mission are carried out;

2. Strategic analysis. At this stage, key aspects of the assessment are identified, the mission for these aspects is detailed, and strategic goals are set;

3. Corporate strategic cards. At this stage, the sources of the company’s competitive advantages are identified, a system of indicators is developed, cause-and-effect relationships are identified, long-term and short-term goals are agreed upon, and strategic maps are constructed;

4. Strategic cards divisions. This stage is devoted to detailing strategic maps to the unit level, in fact a repetition of stage 3 at the lower level managerial level, identification of responsible executors, setting specific operational goals and objectives;

5. Implementation systems. At this stage, planning of measures for the implementation of the system is carried out, the construction of a system for monitoring the implementation and operation of the BSC is underway, and the actual implementation of the BSC is taking place. However, there are many obstacles to the implementation of the BSC that complicate, slow down, and often make it impossible to implement a balanced system in organizations.

6. Revision And adjustment SSP. The balanced scorecard cannot but develop along with the enterprise. Fulfillment of tasks and sudden changes in the market require analysis and correction of the company’s BSC. The revision and correction of the BSC, depending on the speed of change in the organization, is carried out on average once a year.

Difficulties implementation MSP:

- unpreparedness organizations To implementation: an organization in which regular management has already been established, in which at least formalized organizational structure, There is staffing table And job descriptions, as well as the availability of procedures for planning and budgeting the organization’s activities;

- resistance political systems organizations: Strengthening control over activities through the use of the BSC can be perceived as a negative factor of motivation, which often leads to an increase in tension in the team, the manifestation and aggravation of conflicts, therefore, the procedures for implementing the BSC should be planned taking into account the time and effort that will have to be spent on overcoming resistance to change;

- mentality managers And personnel: the closeness and elitism of top management does not allow for the very same vertical integration from strategic goals to operational actions, the creation of which the BSC is aimed at.

Factors successful implementation MSP:

1. Changes in the company must be carried out under the leadership of its top officials. Continuous executive management involvement, commitment, proactive initiative and support are required.

2. The implementation of the BSC requires constant efforts aimed at implementing the company's strategy and goals.

3. Implementation of the strategy should be a common task for all employees. Each employee must understand the purpose of his actions within the overall goal of the company. For this to happen, staff must be trained and made aware of the changes that are taking place. In addition, it is worth encouraging the dissemination of performance measurement systems throughout the company, so that both departments and individuals create their own performance systems.

2.2 AdvantagesAndflawsbalanced scorecard

When developing and implementing a balanced scorecard, it is important to consider its strengths and weak sides, Advantages and disadvantages.

So, possibilities implementation SSP For enterprises:

The need for a universal tool for assessing the activities of an enterprise;

Rapid adaptation of the enterprise's activities to changes in the market situation;

Availability of prospects for globalization and internationalization of business.

Note strong sides SSP:

1. A necessary condition for creating strategic maps is the development of a company strategy.

2. Implementation of the enterprise strategy in specific tactical actions, accompanied by monitoring of its indicators.

3. Ease of perception by performers.

4. Possibility of graphical interpretation of financial and non-financial aspects

5. activities of the enterprise.

6. Bringing the company's strategy to specific goals for each employee.

7. Versatility of application.

8. Initiation of positive processes in the company during the development and implementation of the BSC.

9. Linking to the personnel motivation system depending on the results achieved.

Also the SSP has weak sides:

1. The vagueness of the implementation of the BSC.

2. Apparent ease of use.

3. Lack of quick results.

4. The initiative to develop the BSC can belong only to top managers.

5. Difficulty assessing the importance of key indicators.

From the point of view of practicing managers, the following can be distinguished: advantages SSP:

Linking operational and strategic management achieved through a multi-pronged and practical method;

Four main aspects (consumer, economic, innovation and financial) form an all-encompassing scheme for “wiring” the enterprise strategy from top to bottom across all its hierarchical levels;

Discussions on the problem of strategy implementation acquire an objective character due to the need to find units of measurement and thanks to the so-called strategic map;

The proposed management system makes possible broad, learning-oriented communication at all levels of the enterprise;

The new concept successfully integrates with the controlling system and fits well with management methods aimed at increasing enterprise value.

It is also necessary to point out certain flaws SSP:

Attention is overly focused on performance-based management and soft factors are ignored;

The unambiguity of certain connections between “goal and means” and the “strategic map” is not ensured;

Many measurement problems have not yet been solved;

Components of “wiring” from top to bottom in the organizational hierarchy can inhibit the motivation to carry out a project;

The concept does not provide for conflict resolution mechanisms.

Thus, the balanced scorecard has both strengths and weaknesses. The task of the head and top managers of the organization is to competently implement the BSC using strengths and balanced scorecard capabilities.

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