Balanced Scorecard (BSC) and RoundMap: Uncovering Value Creation

Balanced Scorecard (BSC) and RoundMap: Uncovering Value Creation

The Balanced Scorecard (BSC) is a strategic performance management tool that offers a balanced view of an organization’s performance by considering financial and non-financial measures. Developed in the early 1990s by Dr. Robert Kaplan and Dr. David Norton, it shifts the focus from solely financial outcomes to a more holistic perspective that encompasses four critical dimensions:

  1. Financial: How do we appear to our shareholders?
  2. Customer: How do customers view us?
  3. Internal Processes: At what processes must we excel?
  4. Learning and Growth: How can we sustain our ability to change and improve?

Connecting BSC with the RoundMap Framework

  • Purpose and Alignment: The RoundMap’s emphasis on a purpose-driven model can find practical application through the BSC. While the BSC’s financial perspective captures the traditional profit metrics, its other dimensions can be aligned with RoundMap’s notion of purpose, ensuring organizations look beyond profit to areas like societal impact, customer advocacy, and personal development.
  • Unearthing Tangible and Intangible Value: RoundMap emphasizes recognizing tangible and intangible assets in value creation. The BSC naturally dovetails with this view. While the financial perspective tackles tangible assets, the customer, internal processes, and learning & growth dimensions focus on intangible assets like customer relationships, internal efficiencies, and organizational learning capacities.
  • Crafting Customer Triumphs: The customer dimension of the BSC perfectly aligns with RoundMap’s principle of championing customer goals. By measuring customer satisfaction, retention, and loyalty, organizations can gain insights into how well they achieve their customers’ goals and adjust their strategies accordingly.
  • Consentric Collaboration and Leadership: The learning and growth perspective of the BSC ties in with RoundMap’s ethos of consentricity. By emphasizing training, organizational alignment, and cultural development, organizations can foster a culture where value is equitably distributed and collaborative efforts are celebrated.
  • Circular Approach to Strategy: The RoundMap’s cyclical nature implies continuous feedback loops and learning cycles. BSC, with its iterative process of strategy formulation, execution, and refinement across its four dimensions, can serve as a practical tool in implementing this cyclical approach.

Conclusion

With its comprehensive approach to performance measurement, the Balanced Scorecard can act as a potent tool in realizing the RoundMap framework’s ambitions. By marrying the cyclical, holistic vision of RoundMap with the actionable, metric-driven approach of BSC, organizations can uncover and optimize the tangible and intangible value they create and capture. It’s a harmonious collaboration between strategy and execution, akin to a maestro leading an orchestra, ensuring every note and instrument contributes to a flawless symphony.

Author

  • Edwin Korver

    Edwin Korver is a polymath celebrated for his mastery of systems thinking and integral philosophy, particularly in intricate business transformations. His company, CROSS-SILO, embodies his unwavering belief in the interdependence of stakeholders and the pivotal role of value creation in fostering growth, complemented by the power of storytelling to convey that value. Edwin pioneered the RoundMap®, an all-encompassing business framework. He envisions a future where business harmonizes profit with compassion, common sense, and EQuitability, a vision he explores further in his forthcoming book, "Leading from the Whole."

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