balanced-scorecard
balanced-scorecard
Runs Kaplan and Norton's Balanced Scorecard to translate a strategy into objectives and measures across four perspectives so a business is steered by more than its financial numbers: Financial, Customer, Internal Process, and Learning & Growth. The four are linked by cause and effect: capabilities built in Learning & Growth drive better Internal Processes, which deliver the Customer value proposition, which produces Financial results.
The four perspectives, their guiding questions, the objective/measure/target/initiative structure, the strategy map and its cause-effect logic, and the leading-versus-lagging distinction live in references/scorecard.md. Load that file before analyzing and follow its structure exactly.
When to use
The user has a strategy or vision and wants it made measurable: a set of objectives, KPIs, targets, and initiatives that tracks whether the strategy is being executed, not just whether last quarter's revenue held up. This is where the analysis skills hand off. A Porter's or 7-S diagnosis produces a strategic direction; the Balanced Scorecard turns that direction into objectives and measures someone can be held to. It is a companion to OKRs: the scorecard sets the durable perspectives and cause-effect logic, OKRs cycle the near-term targets within them. The unit is an organization or business unit with a stated strategy, not an industry.
Language
Conduct the session and write the report in the language the user is writing in. The reference file is English; keep the framework, the four perspectives, and the objective/measure/target/initiative structure keyed to it regardless of the output language.
Inputs
- ORGANIZATION (required): the company or business unit the scorecard is for.
- STRATEGY (required): the strategy or vision being translated. The scorecard is only as good as the strategy it serves, so if this is vague ("grow the business", "be the best"), draw it out first with one or two questions: what is the value proposition, to which customers, and how does the organization mean to win. A scorecard built on a slogan measures nothing.
- CONTEXT (optional): the unit level (corporate, division, function), the time horizon for targets, and any existing measures the organization already tracks.