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4: Scorecards and Key Performance Indicators
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Scorecards have their genesis in the work of Robert Kaplan and David Norton In 1992, they published a paper in Harvard Business Review about a way to monitor the health of a business using Balanced Scorecard, discussing perspectives and metrics that could be used to for companies to measure their relative success They argued that companies could not successfully manage items they could not measure, so measurement became critical In 1996 Kaplan and Norton published The Balanced Scorecard: Translating Strategy into Action, a book that more fully laid out the Balanced Scorecard concept Kaplan and Norton argued that companies spend far too much time focused on financials, and that financials are often a trailing indicator of the health of the business Since it takes companies some time to close out a particular quarter, it might be mid-to-late April before a business realizes just how bad the previous quarter was, and by then some of the data is almost four months old Kaplan and Norton argued that while examining financial data is important, it must be only one part of a broader picture In other words, the financial perspective must be balanced against other, equally important, areas A Balanced Scorecard is aimed at an overall view of the entire enterprise and looks at four areas, called perspectives These four perspectives are: Financial Customer Internal Process Learning and Growth The financial perspective covers the standard financial goals of an organization and is of interest to those both inside and outside the organization For most companies, the focus is on business owners or shareholders Nonprofit organizations focus on those funding the organization through donations or other payments KPIs often found in the financial perspective are relatively easy to identify: gross revenue, profit, earnings per share, and so forth The customer perspective focuses on such areas as targeting and then acquiring customers, retaining those customers, and growing business at existing customers Businesses want to develop lifelong customers and provide comprehensive solutions Some of the KPIs in this area might be collected through focus groups and customer surveys
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The internal process perspective focuses on internal business processes Not only are internal management processes examined, but so are customer management processes, such as maintaining an open and ongoing dialog with existing customers Processes such as research and development, quality control, and regulatory compliance are also covered here Finally, the learning and growth perspective covers the development of the people in the organization and the informational infrastructure This may include training of employees, satisfaction surveys, and the development of technology to support people in their work Note that training and internal systems might be designed to provide better customer service, but even systems that provide less tangible benefits may still be part of the overall strategy Part of the reason for the different perspectives is the belief that while financial information is often a lagging indicator, the other perspectives can be current or leading indicators Customer surveys are especially important to some companies in helping to determine product changes and future directions Sliding customer satisfaction in the same quarter as strong sales may foretell weaker future sales, so identifying these issues early can lead to proactive solutions to address issues In addition, high employee turnover might indicate problems with aspects of the corporate culture that can be addressed before the loss of experienced workers begins to affect product quality What makes a true Balanced Scorecard is the use of the four perspectives and the KPIs in each perspective representing the metrics that are driving the business Since Kaplan and Norton published their original Balanced Scorecard article, variations on the Balanced Scorecard theme have appeared, and the general term of scorecards has grown to encompass nearly anything with KPIs These general, or business, scorecards may have KPIs from only a single perspective or may include many perspectives, which may or may not be related to the four perspectives identified by Kaplan and Norton
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