Finding Balanced Scorecards for Business Driven IT Service Portfolio Management

2012 ◽  
Vol 3 (1) ◽  
pp. 63-78 ◽  
Author(s):  
Andreas Györy ◽  
Anne Cleven ◽  
Falk Uebernickel ◽  
Walter Brenner
Keyword(s):  
Portfolio Management ◽  
Balanced Scorecard ◽  
It Management ◽  
The Balanced Scorecard ◽  
It Service ◽  
Service Portfolio ◽  
Management Concepts ◽  
Recent Developments ◽  
Balanced Scorecards ◽  
Flexible Management

During the last decades information technology (IT) management has changed. Starting from being a costly and rare resource, IT has evolved into a vital enabler for almost any kind of business today. This development demands for highly flexible management concepts allowing the business to actively control and govern IT performance. A widely used approach for multi-dimensional performance measurement in the context of IT management is the Balanced Scorecard (BSC). The authors aim at investigating the state of the art of IT BSC use through a comprehensive literature analysis. They also evaluate the adaptability of the different types of this concept to the most recent developments in IT management.

Strategy maps: the essential link between the balanced scorecard and action

2015 ◽  
Vol 36 (2) ◽  
pp. 34-40 ◽  
Author(s):  
Rainer Lueg
Keyword(s):  
Balanced Scorecard ◽  
Strategy Execution ◽  
Content Type ◽  
Strategy Maps ◽  
The Balanced Scorecard ◽  
Top Managers ◽  
Action Strategy ◽  
Recent Developments ◽  
Balanced Scorecards ◽  
Strategy Map

Purpose – The purpose of this paper is to show how the use of Strategy Maps substantially improves the implementation success of balanced scorecards (BSC). The BSC is supposed to translate strategy into action. Strategy maps support this by showing cause-and-effect chains. But what does this mean for strategy execution in practice? To achieve better BSC implementations, the author uncovers pitfalls and names the remedies. Design/methodology/approach – The author summarizes the most important findings from initially over 1,000 studies that have dealt with the BSC from 1992 to 2012. Findings – BSC implementations that use a sophisticated Strategy Map appear to be successful. Strategy maps foster a better understanding of the BSC among employees, create greater commitment and less resistance and are superior to the BSC itself in communicating how to achieve strategic goals. Also, strategy maps facilitate managers’ evaluation of the relevant environment. Nevertheless, the common measure bias is a usual pitfall: top managers have a tendency to use their own strategic targets as a yardstick for lower-level employees. Originality/value – This paper helps managers understand the most recent developments on strategy maps. In particular, the author highlights that causalities do not exist in organizations in the same way as there are “laws” in physics. Instead, organizations need to customize their BSC to their way of doing business.

Strategic scenario analysis combining dynamic balanced scorecards and statistics

2019 ◽  
Vol 69 (9) ◽  
pp. 1881-1902
Author(s):  
Enrico Supino ◽  
Federico Barnabè ◽  
Maria Cleofe Giorgino ◽  
Cristiano Busco
Keyword(s):  
Scenario Analysis ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Implementation Process ◽  
Strategy Formulation ◽  
Content Type ◽  
Research Perspective ◽  
The Balanced Scorecard ◽  
Balanced Scorecards ◽  
Model Reliability

Purpose The purpose of this paper is to explore the way in which system dynamics (SD) can enhance some key success factors of the balanced scorecard (BSC) model and support decision-makers, specifically in analyzing and evaluating the results of hypothetical scenarios. Moreover, the paper aims to emphasize the role played by statistics not only in validating the SD-based BSC, but also in increasing managers’ confidence in the model reliability. Design/methodology/approach The paper presents a case study, developed according to an action research perspective, in which a three-step approach to the BSC implementation was followed. Specifically, the first step requires the development and implementation of a “traditional” BSC, which is refined and transformed into a simulation SD model in the second step. Last, the SD-based BSC is combined with statistics to develop policy making and scenario analysis. Findings The integration of BSC and SD modeling enables the development of a comprehensive approach to strategy formulation and implementation and, more importantly, provides a more reliable basis upon which to build and test sound cause-and-effect relationships, within a specific BSC. This paper exemplifies how an SD-based BSC can be used – and perceived reliable – to evaluate different scenarios and mutually exclusive policy effects in a multidimensional approach. In particular, this study illustrates how to forecast and depict trends for financial and non-financial indicators over the simulation period, with reference to three different scenarios. Originality/value This paper contributes to the ongoing debate on the BSC by exploring whether a combination of SD and statistics may enhance the BSC system’s advantages and facilitate its implementation process and use for decision-making and scenario analysis.

The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures

2000 ◽  
Vol 75 (3) ◽  
pp. 283-298 ◽  
Author(s):  
Marlys Gascho Lipe ◽  
Steven E. Salterio
Keyword(s):  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Business Processes ◽  
The Balanced Scorecard ◽  
Business Unit Performance ◽  
Balanced Scorecards ◽  
The Common ◽  
Unit Performance ◽  
Multiple Units

The balanced scorecard is a new tool that complements traditional measures of business unit performance. The scorecard contains a diverse set of performance measures, including financial performance, customer relations, internal business processes, and learning and growth. Advocates of the balanced scorecard suggest that each unit in the organization should develop and use its own scorecard, choosing measures that capture the unit's business strategy. Our study examines judgmental effects of the balanced scorecard—specifically, how balanced scorecards that include some measures common to multiple units and other measures that are unique to a particular unit affect superiors' evaluations of that unit's performance. Our test shows that only the common measures affect the superiors' evaluations. We discuss the implications of this result for research and practice.

scholarly journals Examining Institutional Content of the Balanced Scorecard: Logics and Translations in Ukrainian Business Environment

2017 ◽  
Vol 8 (2) ◽  
pp. 142-164
Author(s):  
Svitlana Firsova
Keyword(s):  
Balanced Scorecard ◽  
Institutional Logics ◽  
Business Environment ◽  
Sources Of Information ◽  
The Balanced Scorecard ◽  
Individual Level ◽  
Management Concepts ◽  
Local Logic ◽  
The Individual ◽  
The Impact

This study examines institutional definitions and meanings Ukrainian managers attach to one of the most popular management concepts – the Balanced Scorecard. Socially constructed discourses, that is, beliefs, understandings, expectations, interpretations, collective cognitions and meanings beyond initial technical purposes of the BSC are treated as an institutional content that infuses and distorts technical aspects of the practice. Results confirm that technical foundations of this practice have been infused with institutionally constructed meanings and understandings generated from the local dominant institutional order, constructing the meaning of the BSC as a coercive, command-and control management system. Gathering information from local sources of information and strengthening them with collective understandings, the BSC has been infused with new meanings and beliefs, dramatically changing the original technical core of the concept. The study shows how the meaning of the management concept changed in the new institutional context under the dominance of the local logic. Specifically, the study contributes to the individual-level research on the impact of institutional logics on actors’ actions by showing the process of individuals’ responses to two macro-level meaning systems materialized in the BSC – prototypical and home institutional logics.  

scholarly journals The rise and fall of project management: are we observing the birth of a new discipline?

2012 ◽  
Vol 3 (1) ◽  
pp. 58 ◽  
Author(s):  
Michael Young ◽  
Raymond Young
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Portfolio Management ◽  
Common Ground ◽  
Project Managers ◽  
Turbulent Environments ◽  
Top Managers ◽  
Management Concepts ◽  
Recent Developments ◽  
Board Level

This conceptual paper examines the state of the project, program and project portfolio management literature and highlights the divergent views of strategy that exist between project managers and top managers. Project management concepts are shown to be based on approaches to planning that top managers had rejected after thirty years of unsuccessful experience with strategic planning. Persistently high project failure rates and recent developments at the board level suggest that we might have reached the limits of our current approaches, and the question is asked whether project management is destined to follow the rise and fall of strategic planning. Alternatives to the traditional linear mechanistic approaches are explored and it is suggested that the project management field would need to embrace the delivery of strategy as the common ground to engage top managers. Approaches would need to be developed that are consistent with how strategy emerges in turbulent environments. Program and portfolio concepts are found to have the most potential to contribute to the emerging field of strategy implementation. 

The balanced scorecard: subjects, concept and objects – a commentary

2012 ◽  
Vol 8 (4) ◽  
pp. 511-527 ◽  
Author(s):  
Niels Dechow
Keyword(s):  
Balanced Scorecard ◽  
Design Methodology ◽  
Object Representation ◽  
Executive Education ◽  
Content Type ◽  
Four Dimensions ◽  
The Balanced Scorecard ◽  
Starting Point ◽  
Management Concepts ◽  
The Impact

PurposeBy observations of what managers do with the balanced scorecard (BSC), the purpose of the paper is to discuss how further empirical research may be advanced, which differentiates more clearly what we study when exploring BSC work.Design/methodology/approachThe paper is based on a discussion of observations of seasoned managers working with the BSC as part of their executive education program. It offers a discussion of how insights from interaction with these managers can develop our understanding of how management concepts are constituted and can be explored.FindingsThe ways in which managers (dis‐)connect the BSC objects and concept are everything but benign. Much more could be known about the BSC, by studying both how these relationships are crafted in practice, and how the relationships crafted are influenced by the texts by which the BSC is known.Research limitations/implicationsThe paper offers a new way of framing research of popular management conceptualizations, by separating them in terms of conceptual ideas and representational objects. It offers a starting point for researching, what managers do with the BSC, and for researching what it is that works for the balanced scorecard.Originality/valueThe paper frames a quadrant approach. It distinguishes the BSC in terms of its conceptual narrative, its artefact object representation, users’ conceptual expectations and object mobilization. These four dimensions can assist researchers in finding ways to assess the impact of popular management concepts.

scholarly journals Penilaian Kinerja Berbasis Balanced Scorecards (BSC) untuk Melakukan Rancang Ulang Strategi Bersaing

2021 ◽  
Vol 9 (1) ◽  
pp. 41
Author(s):  
Asdiana Dua Sumban ◽  
Diana Zuhroh ◽  
Parawiyati Parawiyati
Keyword(s):  
Balanced Scorecard ◽  
Business Strategy ◽  
Qualitative Method ◽  
Swot Analysis ◽  
Efficiency Index ◽  
The Balanced Scorecard ◽  
Satisfaction Index ◽  
Normal Period ◽  
Strategic Location ◽  
Balanced Scorecards

The objectives of this study are to evaluate the performance of the Kusuma Agrowisata Hotel during the Covid-19 pandemic and to design the business strategy for the Hotel in new normal period. This research applies the quantitative and qualitative method. The data were obtained using questionnaires and interview and analyzed by applying descriptive statistics, using the Balanced Scorecard and SWOT analysis. The result shows that the hotel was less successful in improving revenue and efficiency. However the customers were satisfied and the hotel was able to achieve the company's strategy efficiency index and the staff satisfaction index. The SWOT analysis found out that there was S-O Strategy which could be done by keeping the room prices competitive, providing children’s playground, keeping the good image, having a strategic location, maintaining the friendliness, maintaining the surrounding natural environment, keeping the guest demand fulfilled, reopening various tourist sites and setting strategies to eliminate customers boredom.

The Integration of Systems Dynamics and Balanced Scorecards in Strategic Healthcare Policy Simulation Analysis

2011 ◽  
pp. 508-531
Author(s):  
Mahendran Maliapen ◽  
Alan Gillies
Keyword(s):  
Balanced Scorecard ◽  
Performance Metrics ◽  
Simulation Analysis ◽  
Clinical Performance ◽  
Hospital Performance ◽  
Complex Model ◽  
The Balanced Scorecard ◽  
Policy Experimentation ◽  
Balanced Scorecards ◽  
Improve Hospital

This paper uses simulation modelling techniques and presents summarized model outputs using the balanced scorecard approach. The simulation models have been formulated with the use of empirical health, clinical and financial data extracted from clinical data warehouses of a healthcare group. By emphasising the impact of strategic financial and clinical performance measures on healthcare institutions, it is argued that hospitals, in particular, need to re-focus cost-cutting efforts in areas that do not impact clinicians, patient satisfaction or quality of care. The authors have added a real time component to business activity monitoring with the executive dashboards shown as graphs in this paper. This study demonstrates that it is possible to understand health policy interactions and improve hospital performance metrics through evaluation using balanced scorecards and normalized output data. Evidence from this research shows that the hospital executives involved were enthusiastic about the visual interactive interface that provides the transparency needed to isolate policy experimentation from complex model structures that map strategic behaviour.

Strategies and Models for IT Governance

2008 ◽  
pp. 1-75 ◽  
Author(s):  
Wim van Grembergen ◽  
Steven De Haes
Keyword(s):  
Corporate Governance ◽  
Balanced Scorecard ◽  
Strategic Alignment ◽  
It Governance ◽  
It Management ◽  
The Balanced Scorecard ◽  
Separate Section ◽  
Governance Processes ◽  
It Governance Structures

This introductory chapter records and interprets some important existing theories, models, and practices in the IT governance and strategic alignment domain. IT governance will be defined and its relationship with corporate governance and IT management clarified. A separate section is devoted to the concept of strategic alignment, one of the key elements of IT governance. Finally, a detailed set of IT governance structures, processes, and relational mechanisms is discussed that can be leveraged to implement IT governance in practise. Two important IT governance processes, COBIT and the balanced scorecard, are discussed in more detail in separate chapters.

scholarly journals The Role of the Balanced Scorecard on Performance: Case Study of the Housing Bank for Trade and Finance

2018 ◽  
Vol 11 (2) ◽  
pp. 17
Author(s):  
Sakhr Bani Khaled ◽  
Audeh Bani-Ahmad
Keyword(s):  
Customer Satisfaction ◽  
Financial Performance ◽  
Balanced Scorecard ◽  
Banking Sector ◽  
The Balanced Scorecard ◽  
Strategic Plans ◽  
Balanced Scorecards

This study aimed at identifying the extent of the use of the balanced scorecard in the Housing Bank for Trade and Finance, as was laid out in the Bank's plans. Therefore, employee and customer surveys were conducted to study both the internal Perspectives of operations, growth, and learning, and to measure customer satisfaction with the bank's services. The study also conducted an analysis of the financial performance compared to the index of the industry related to the Jordanian banks. After analyzing the data and hypotheses, the study found that the use of the balanced scorecard came in line with its strategic plans, and the financial performance of the bank was superior to the banking sector. The study recommends an increased use of balanced scorecards in order to sustain customer satisfaction.

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