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MANAGEMENT AND ACCOUNTING WEB |
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Silk, S. 1998. Automating the balanced scorecard. Management
Accounting (May): 38-40, 42-44.
Summarized by Henry Stoll |
"Like an airplane’s control panel, an automated Balanced Scorecard helps managers steer their business by providing a comprehensive picture of performance. It builds that picture with financial and nonfinancial measurements such as customer loyalty, quality, revenue, and employee knowledge. An accurate view of these factors enables management to measure overall performance rather than focusing on short-term, bottom-line results."
BALANCED SCORECARD VS. EIS
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BALANCED SCORECARD |
EXECUTIVE INFORMATION SYSTEM |
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Fluid. Constantly changing based on how people meet their goals. |
Mostly hard-coded. Requires significant maintenance. |
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Focus on both leading and lagging indicators. |
Focus primarily on lagging (financials) indicators. |
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Use networks to allow information to be distributed to everyone in a company. A system for the masses. |
Focus on moving information from a mainframe to individual PCs. A system for a few. |
THE AUTOMATED BALANCED SCORECARD
TECHNOLOGY DRIVERS
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SCORECARD ARCHITECTURE |
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FINANCIAL |
CUSTOMER |
LEARNING |
INTERNAL |
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Product profitability |
Market segmentation |
Training |
Portfolio management |
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P&L Reporting |
Customer profitability |
HR |
Distribution |
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Risk management |
Retention management |
Technology |
Process control |
KEY ELEMENTS
Balanced Scorecard systems need to be highly integrated with:
| AIS/MIS Main Page | Balanced Scorecard Main Page |
| ERP Main Page | Executive Information Systems |