The Balanced Scorecard: A Framework for Accountability. Presenters: Maureen Pettitt, Skagit Valley College, WA Doug Whittaker, Washington State Board for Community and Technical Colleges.
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The Balanced Scorecard: A Framework for Accountability
Maureen Pettitt, Skagit Valley College, WA
Doug Whittaker, Washington State Board for Community and Technical Colleges
Berdahl & O’Connell (1999). American Higher Education in the Twenty-First Century.
“Think of the balanced scorecard as the dials and indicators in an airplane cockpit.
For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight...
They need information about fuel, airspeed, altitude, bearing, destination and other indicators that summarize the current and predicated environment. Reliance on one instrument can be fatal.
Similarly, the complexity of managing an organization today requires that managers be able to view performance in several areas simultaneously.”
Kaplan and Norton, 1992
product/service quality and cost
meet client needs
“How do customers see us?”
“At what must we excel?”
accurate and timely delivery of services
effective systems and processes
debt to asset ratio
“How do we look to our key stakeholders?”
“Can we continue to improve and create value?”
employee skills and training
use of technology
encouragement of innovation
The ultimate balancing act in any organization is the one whereby the needs and requirements of multiple stakeholders are reconciled and integrated.
A balanced set of indicators can systematically stimulate better understandings and deeper insights that can form the basis for strategy.
Translating the vision
Feedback and learning
Communicating and linking