Eddison Electronics Company: Critical Components of Balanced Scorecard

Topic: Business Analysis
Words: 571 Pages: 2

The balanced scorecard is a managerial strategy that tries to transform an association’s fundamental objectives into a group of operational success targets that are subsequently assessed, monitored, and altered to ensure that the overall goals are met. Customer perspective, financial perspective, learning and growth perspective, and internal processes perspective are all important aspects of a balanced scorecard. Customer satisfaction and associated initiatives are part of the customer perspective, which concentrates on everything the firm has that the consumers’ value (Harvey & Sotardi, 2018). Comparing pricing to rivals’ rates and defect rates are two crucial effectiveness measures in this perspective.

The financial viewpoint emphasizes the corporation’s ability to generate revenue for its owners. Cost reduction, revenue increase, resource usage, and threat control are essential success elements for managers (Harvey & Sotardi, 2018). Managers concentrate on continuing to develop and generate revenue in the future when it comes to the learning and growth component. This approach includes personnel competence enhancement, organizational training, and inventiveness. The efficacy of core operations, like technology, is the emphasis of the internal processes approach. The executives consider which processes the organization needs to succeed at to meet its financial and consumer goals (Harvey & Sotardi, 2018). Among the significant success measures are workforce turnover and rectifying time.

Balanced Scorecard in Decision-making and Influencing ROI

Executives and workers try to establish and operate in a morally sound atmosphere. Personnel can use a balanced scorecard to comprehend their company’s responsibilities and to assess their respective duties at the workplace. A balanced scorecard converts a company’s objective into a structured strategy, rendering the decision-making process more straightforward and allowing the business to achieve its purpose (Jassem et al., 2018). This is because it incorporates both economic and non-fiscal performance indicators, like details on quality, into a comprehensive analysis of progress. In addition, the balancing scorecard assists in executing plans, choices, and activities related to essential success elements.

The scorecard aids in the clarification of the company’s success and the direction of accomplishment, mainly how efficiency may be evaluated. A balanced scorecard is an effective tool for developing and conveying policy. Strategic planning maps depict the company model, forcing management to consider cause-and-effect links. A well-designed balanced scorecard may offer management a strategic plan for increasing the firm’s return on investment (ROI) (Jassem et al., 2018). Management may struggle to grasp everything they are intended to perform to boost ROI if there is no strategic transition plan in place, and they might operate at cross-purposes instead of synchronizing with the business’s ultimate goal.

Ethical Issues Associated with Components of Balanced Scorecard

The fundamental issue is that the balanced scorecard lacks pragmatic implementation instructions. Many managers see it simply as a short-term fix that can be quickly adopted in their firms. Installing a balanced metrics platform is a lengthy procedure, not a one-time effort which could be finished fast. If corporate leaders fail to see this from the start and do not dedicate themselves to the foreseeable future, the enterprise will have poor outcomes. The institution’s socially responsible element may be overlooked once the balanced scorecard is employed. The difficulty in blending the four significant aspects could lead to managerial manipulations to attain their goals (Harvey & Sotardi, 2018). Furthermore, the four perspectives may incorporate many measurements, rendering it challenging to harmonize financial and non-economic success measures. Since all of the elements would not progress simultaneously, the scorecard system may culminate in compromise.


Harvey, B. H., & Sotardi, S. T. (2018). Key performance indicators and the balanced scorecard. Clinical Practice Management Quality in Practice, 15(7), 1000-1002. Web.

Jassem, S., Azmi, A., & Zakaria, Z. (2018). Impact of sustainability balanced scorecard types on environmental investment decision-making. Sustainability, 10(2), 541-543. Web.

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