Futura Industries
The balanced scorecard approach is a framework for building a better organization. It relies on the organization placing emphasis on four different perspectives, with the theory being that if the organization excels at these four perspectives it will achieve success. The dimensions are customer, financial, internal business processes and learning & growth. At Futura, Susan Johnson chose to focus most of the company's effort on the learning and growth perspective.
Johnson explained that the reason she favored this perspective above the others is that by emphasizing learning and growth, the company's employees would gain the skills and knowledge that they need to achieve better results in the other perspectives. Thus, by becoming a learning organization, Futura would see improved performance everywhere. If Futura had chosen any other perspective on which to focus, excellence in that perspective would not necessary translate into excellence anywhere else. Only the learning and growth perspective allowed the company to have a multiplier effect on its benefits.
If Futura had emphasized financial results, it may not be able to sustain this because the company might not be a good one in which to work. If Futura focused on processes,...
Futura Industries implemented the Balanced Scorecard approach and its apparent effects At some companies, the Balanced Scorecard approach is solely used to improve the company's financial 'bottom line' and to set benchmarks for financial performance. However, the innovative organization Futura Industries has taken a different approach. The company sent benchmarks for success in three specific quadrants: "customer service, financial, and internal operations," resulting in "50% increase in revenue without adding
Balanced Scorecards: The Customer Service Perspective Balanced Scorecards The Customer Service Perspective Hyde Park Electronics, Futura Industries and Southern Gardens Citrus (SGC) all were able to transform their businesses using Balanced Scorecard (BSC) methodologies that aligned each of their respective businesses to customers so that value was consistently created and delivered, growing each business in the process. Each was able to quickly progress beyond using BSC frameworks as a means to track financial
Balanced Scorecards (BSC) are designed to provide insights into which customer-centric strategies are the most profitable and scalable over the long-term (Glykas, Valiris, 2011). Often customer-centric measures of satisfaction, sales and repurchase rates hide the real issues of customer profitability, lifetime customer value and cost to serve the most loyal customers (Kaplan, 2005). A balanced scorecard must take into account the entire value chain of a business if it is
Learning Growth Perspective Balanced Scorecard Futura Industries Balanced Scorecard The success or failure of any business entity is greatly dependent on how well align its goals and management systems are with its strategic plans. There have been cases reported where businesses failed to make it big despite of having excellent strategic plans. This was because they failed to keep their management systems and activities in line with their strategic plans. While management in itself
Balance Scorecard for Fatura Business organizations operate with the sole objective of effectively utilizing the input factors in order to maximize on the output. For this case, output is measured in terms of performance, which, essentially relates to the profits or customer satisfaction. In the industrial age, most managers relied heavily on conventional financial metrics as the only strategic measure to align the activities of the organization to the goals and
Balanced Scorecard: Customer Perspective The balanced scorecard (BSC) developed by Robert Kaplan and David Norton is "one of the most highly touted management tools today" (Gumbus, A. & Lussier, R. 2006), and is used extensively by Fortune 1000 companies to "set strategy and align operations to achieve breakthrough results" (Gumbus, A. & Lussier, R. 2006). Is the balanced scorecard a tool only for the multinational or conglomerate firm? Increasingly no, as
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