While interpretation of the balanced scorecard varies depending on the source, the basic idea of linking strategy to operational tactics remains sound, strategic managers spend a lot of time thinking about mission and direction, always on the look-out for the need to change priorities or reinvent, furthermore, balanced scorecards provide management with a comprehensive picture of vision, mission, values, business goals and performance against key metrics.
The role of strategic planning as a key element in the management system is explicitly recognized through strong links to other elements of the management system (e.g, strong human resources and organizational, developing a proven business model, deciding on your organization top management team, and crafting a strategy. To begin with, without a clear strategic direction, the scorecard becomes a confusing and ambiguous tool.
Maintained operations with a view to staff satisfaction, continuous quality improvement and effective risk management, hence, it became a management strategy, which could be used across various functions within your organization. To summarize, you have taken the model even further to align leadership beliefs and behavior expectations more clearly to position your organization to achieve the new mission, vision, and strategy.
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