The document discusses the Balanced Scorecard model as a strategic management tool. It describes the Balanced Scorecard as having four perspectives - financial, customer, internal processes, and learning and growth. It also outlines the four phases for implementing a Balanced Scorecard: defining strategy, setting strategic objectives, developing a strategic map and targets, and communicating/automating the Balanced Scorecard. Finally, it provides an example of how to develop a Balanced Scorecard for the technical services department of a tourist facility.

1. Melissa Elizabeth Acosta Muñoz
Hugo Alberto Paredes Argoty
Oscar Andrés Rosero Calderón
Brayan Ivan Bravo Ramos
Estudiantes de ingeniería Electrónica de la Universidad de Nariño
2014.
“Las ideas y conclusiones de esta
presentación reflejan la opinión de los
autores y no de la Institución”
BALANCED
SCORECARD

2. CONCEPT
The Balanced Scorecard is a model that becomes a very useful tool for
strategic management. It is based on the definition of strategic objectives,
indicators and strategic initiatives, establishing cause-effect relationships
through the strategic map in four basic perspectives, financial, customer,
internal processes and learning-growth, is translated the strategic objectives
directly related and to be measured through indicators, aligned initiatives. The
successful implementation of the BSC is to involve people from different levels
and areas of the organization.

3. THE CMI: A TOOL TO IMPROVE QUALITY
ADMINISTRATIVE
The Balanced Scorecard (BSC hereafter) defined by Kaplan and Norton (1992)
considered the most globally recognized authority on management control; is
the evolution of Traditional control box ("Tableau de bord" become fashionable
in the sixties in France), which provided information on specific aspects of an
organization, but that did not allow us to have a global view of it as does the
WCC. To achieve this the CMI uses a set of indicators that, unlike the standard
dashboards are fully integrated and coordinated through cause - effect
relationships, with the objectives and goals of the organization.

4. Outlook Scorecard

5. The need for the implementation of the balanced scorecard appears, reporting
the following benefits:
• Defines and clarifies the strategy.
• Provides a picture of the future showing the path leading to it.
• Communicate strategy throughout the organization.
• It is a management tool.

6. THE FOUR PHASES FOR IMPLEMENTING
THE BALANCED SCORECARD
Defining the
strategy
Phase 1
Strategic objectives
Strategic map and
aims
Communication,
implantation, take
off and
automatizing
Phase 2
Phase 3
Phase 4

7. THE FOUR PHASES FOR IMPLEMENTING
THE BALANCED SCORECARD
• Phase 1: Defining the strategy
The end of this phase is given by the preparation of a model report to be presented by the
executive team for its validation. Such a report must have as results the following elements:
– Mission
– Vision
– Challenges
– Opportunities
– Strategic orientation Themes
– Value chain
– Perspective model, Balanced Scoreboard architecture
– Project plan

8. THE FOUR PHASES FOR IMPLEMENTING
THE BALANCED SCORECARD
• Phase 2: Strategic objectives
The expected results in this phase are:
– Strategic objectives
– Preliminary cause-effect model
– Strategic and responsible Measures (indicators)
– Strategic vectors and value levers

9. THE FOUR PHASES FOR IMPLEMENTING
THE BALANCED SCORECARD
• Phase 3: Strategic map and aims
As a final element one has the preparation of the necessary material for the
validation of the elements defined in this phase. An aspect to be taken into
account is that in this phase, the guide team must choose mechanisms, e.g. a
software, for the Balanced Scoreboard implementation.
• In this phase the expected results should be:
– Detailed strategic objectives
– Cause-effect model, with vectors and levers
– Strategic Measurements (indicators) and those responsible
– Aims per indicator
– Strategic initiatives

10. THE FOUR PHASES FOR IMPLEMENTING
THE BALANCED SCORECARD
• Phase 4: Communication, implantation, take off and automatizing
With this phase one expects to obtain results which generate impact in the
organization, that is why such results should be focused on:
– In divulgation
– Automatizing
– Establishing the managerial agenda of the Balanced Scoreboard
– Definition of action plan for pending details
– Initiatives of alienation plans and strategic objectives.
– Take off plan for the whole organization

11. STATISTICAL TOOLS
• Strategic objectives
• Preliminary cause-effect model
• Strategic and responsible Measures (indicators)
• Aims per indicator
• Strategic initiatives

12. • Using the BSC methodology, modeling from an example, the Technical
Services Department of Tourist Facility Ambyacu.
• According to the BSC methodology, it is necessary from the Mission, Vision
and Strategic Objectives. Well, in this case, for a Technical Services
Department can be defined how:
EXAMPLE OF BALANCED SCORECARD
TOURIST CENTER AMBYACU

13. • Vision
• Mission
The mission can be seen as fundamental aspects:
1. optimum technical condition of the installed equipment
2. care for the environment and health
3. saving energetic carriers
4. sustainability, both financial and the growth of knowledge
5. high quality service
6. decrease in operating costs

16. REFERENCES
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pilares [degerencia.com]. Recuperado de http://www.degerencia.com/articulo/cuadro-de-mando-
integral-cmi-o-balanced-scorecard-y-3-de-sus-pilares_/imp
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