Post by hasbirabbi112233 on Feb 26, 2024 23:35:54 GMT -5
Balanced Scorecards (or BSC) and the issues related to them have occupied us on several previous occasions, in which we have seen how to integrate a BSC into a Business Intelligence strategy, how the functionalities of the different types of dashboards converge in the BSC and to what extent it represents one of the most essential BI tools for the correct design, analysis and evaluation of the corporate strategies adopted. However, we have not delved sufficiently into the importance of a Management Scorecard based on a BSC for correct management decision-making, a fundamental area for the correct performance of management tasks within any organization. Today, therefore, we will focus on this issue, showing five of the main advantages of the integration of management models in a BSC for decision-making in the managerial field, a domain that is especially prominent and preferential in the Tables. of Integral Command. ptg03605739 Management Scorecard: 5 advantages of the BSC for management decision making Each of the advantages that we list below has to do with the four different perspectives of the CMI, and with the consideration of all of them under a fifth perspective that integrates the previous ones, addressed in relation to decision-making in the managerial field. Let us not forget that one of the main tasks of the Management Scorecard is precisely this: to support decision making by offering data and information, in real or deferred time, on the results obtained with the performance of the company's global processes and those of each of its areas and departments into which it is segmented, taking into account above all and basically internal result indicators.
Obviously, if, as we said, the Management Scorecard mainly monitors the results of the company's internal processes, the internal processes perspective of the CMI is the one that will most directly relate to management decision making, providing information on the performance of processes that directly affect customer satisfaction, such as the provision of care and Phone Number List support services, issues related to logistics and stock management , etc. In summary, the Management Scorecard allows, thanks to its integration into the BSC, that directors and managers can make decisions supported by data and information about internal processes with which they do not have to be directly and necessarily involved. Something similar happens with the customer perspective that we recognize in the CMI: normally the manager does not have contact with the company's customers. You have access, of course, to the reports that the commercial department and sales agents make periodically, but it is difficult to capture the perspective with which the client values the services, offers, attention and profitability of the organization without being in direct contact with him. This is the main advantage that CMIs provide to management decision-making, a key factor, without a doubt, to stand out from the competition by increasing customer and user satisfaction. The company's financial objectives are very present in the future of management activity; However, its complexity and the variety of factors it presents make it difficult to have a broad enough perspective to make correct decisions in this regard from the managerial field.
The WCC financial perspective not only offers this broad and comprehensive vision, but also allows it to be assessed in relation to the two previous perspectives. So far we have seen what advantages the Management Scorecard, or the management module of the CMI, provides for short and medium-term decision making; With the perspective it offers of the growth and training possibilities of personnel, the manager or director can make long-term decisions that will directly affect the constant and sustained enrichment of corporate systems and processes, something that has a clear and obvious impact on competitiveness. of the company. There is no doubt that, if CMIs contribute something of value to managerial decision-making, it is above all thanks to the comprehensive vision they offer of the internal and external processes of the organization, the development and implementation of corporate strategy on a scale. micro and macro, and the possibility of combining the different perspectives described above under a single considerate perspective. With a single glance, the manager or director can access reports and information prepared from different perspectives, compare them and make the decisions that he considers appropriate based on the knowledge of the state of the company that has been provided to him. To learn in more detail what BSCs consist of and what advantages they bring to management decision-making, it is very useful to read the guide 12 Keys to Defining a Balanced Scorecard , downloadable for free from the resources section. and formation of our website. Related posts: Flexibility and dynamism: the new demands for CMIs The 5 main characteristics of an effective dashboard KPI indicators in flexible and effective dashboards.
Obviously, if, as we said, the Management Scorecard mainly monitors the results of the company's internal processes, the internal processes perspective of the CMI is the one that will most directly relate to management decision making, providing information on the performance of processes that directly affect customer satisfaction, such as the provision of care and Phone Number List support services, issues related to logistics and stock management , etc. In summary, the Management Scorecard allows, thanks to its integration into the BSC, that directors and managers can make decisions supported by data and information about internal processes with which they do not have to be directly and necessarily involved. Something similar happens with the customer perspective that we recognize in the CMI: normally the manager does not have contact with the company's customers. You have access, of course, to the reports that the commercial department and sales agents make periodically, but it is difficult to capture the perspective with which the client values the services, offers, attention and profitability of the organization without being in direct contact with him. This is the main advantage that CMIs provide to management decision-making, a key factor, without a doubt, to stand out from the competition by increasing customer and user satisfaction. The company's financial objectives are very present in the future of management activity; However, its complexity and the variety of factors it presents make it difficult to have a broad enough perspective to make correct decisions in this regard from the managerial field.
The WCC financial perspective not only offers this broad and comprehensive vision, but also allows it to be assessed in relation to the two previous perspectives. So far we have seen what advantages the Management Scorecard, or the management module of the CMI, provides for short and medium-term decision making; With the perspective it offers of the growth and training possibilities of personnel, the manager or director can make long-term decisions that will directly affect the constant and sustained enrichment of corporate systems and processes, something that has a clear and obvious impact on competitiveness. of the company. There is no doubt that, if CMIs contribute something of value to managerial decision-making, it is above all thanks to the comprehensive vision they offer of the internal and external processes of the organization, the development and implementation of corporate strategy on a scale. micro and macro, and the possibility of combining the different perspectives described above under a single considerate perspective. With a single glance, the manager or director can access reports and information prepared from different perspectives, compare them and make the decisions that he considers appropriate based on the knowledge of the state of the company that has been provided to him. To learn in more detail what BSCs consist of and what advantages they bring to management decision-making, it is very useful to read the guide 12 Keys to Defining a Balanced Scorecard , downloadable for free from the resources section. and formation of our website. Related posts: Flexibility and dynamism: the new demands for CMIs The 5 main characteristics of an effective dashboard KPI indicators in flexible and effective dashboards.