Balance Scorecard-Strategy Mapping Tool - A Case Study - Prof. D. Suryachandra Rao and G. Sreelakshmi

Sep 12, 2026

A balanced scorecard (BSC) is presented as a visual strategy tool for evaluating organizational activities against company strategy and vision. The study highlights how BSC aligns efforts through four perspectives—financial, learning & growth, business processes, and customer—using measures, targets, and objectives for data collection and assessment. It emphasizes that performance depends on how tangible and intangible assets interact through deployment and configuration, including how intangible assets create capabilities and competitive advantage.

LanguageEnglish

CategoryGeneral

FormatPDF

Pages5

Reading Time2 min

AccessFree to download

Abstract

Introduction

Strategy map and value drivers

Strategic importance of intangible assets

Objectives and sustainability integration

Effective performance management

Intangible assets classification

Balance Scorecard-Strategy Mapping Tool: A Case Study Prof.D. Suryachandra Rao\# and G. Sreelakshmi* \#Dean, Faculty of Commerce and Management, Krishna University, Andhra Pradesh, India. *Research Scholar, Krishna University, Andhra Pradesh, India. Article Received: 12 February 2017 Article Accepted: 22 February 2017 Article Published: 26 February 2017 | ABSTRACT | | --- | | A balanced scorecard (BSC) is a visual tool used to measure the effectiveness of an activity against the strategic plans of a company. Balanced scorecards are often used during strategic planning to make sure the company's efforts are aligned with overall strategy and vision. It was created to help businesses evaluate their activities with more than just a straight financial eye using revenues, costs, and profits. A traditional balanced scorecard examines the initiatives ofa company from four different perspectives: Financial, Learning & Growth, Business Processes, and Customer. These activities are noted in the appropriate buckets with stated measures, targets, and objectives for data collection and analyzing. The activities then can be evaluated and assessed properly, while there is great need to understand how tangible and intangible assets interact to drive the business model and to achieve its performance.
Keywords: Strategy Mapping, Strategic Planning, Performance, Vision and Strategy. | 1. INTRODUCTION The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan and David Norton asa performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced'view of organizational performance. While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers in the early part of the 20th century. This approach builds on the strategy map as a tool to represent visually how intangibles drive tangible value. Critically, thereis the understanding that, It is not the organisational assets that delivers value but the deployment and configuration of such assets (tangible and intangible).Organisational assets are interdependent and cannot create value on their own – a strong brand for example is worth less without the supporting processes to produce good quality products or services, the latest technology requires the complementary knowledge to operate it; and best production capabilities are worth little without a good distribution network; and not all assets are of equal importance in the value-creation process. Strategic importance of intangible assets: Organisations realise that it is their intangible assets that create distinctive organisational capabilities, which in turn are the basis for a competitive advantage. It is no longer sufficient to just identify the competitive forces, opportunities, and threats of the industry. In addition, organisations have to understand their corporate competence and resource composition in order to evaluate these opportunities. Different firms develop different distinctive competencies to pursue certain opportunities. Organisations as heterogeneous entities characterized by their unique resource base. This resource base consists increasingly of intangible assets. This means that the intangible assets ofa firm should be one of the central considerations in formulating strategy and one of the primary constants upon which a firm can establish its identity and frame its strategy. In summar

FAQs

What is the balanced scorecard and what is its main purpose?

A balanced scorecard is a visual tool that evaluates how organizational activities align with strategy and vision. It improves monitoring of performance against strategic goals using both financial and non-financial measures.

How does the article connect strategy mapping to balanced scorecards?

Strategy mapping is used to represent visually how intangibles drive tangible value. The article stresses that assets create value through their deployment and interdependent configuration rather than in isolation.

What role do intangible assets play in strategy and performance management?

Intangible assets are described as drivers of distinctive capabilities and competitive advantage. The article also defines intangible assets as key value drivers without physical presence and lists categories such as human, relational, and structural assets.

Sep 12, 2026

Upload by Genevieve