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Managers frequently misinterpret delayed feedback effects, producing inappropriate decisions and weakening balanced scorecard feedback interrelationships. The paper presents a dynamic balanced scorecard using a system dynamics paradigm to capture delayed feedback, model causal interactions, and improve output-quality through more testable value-creation linkages and strategy-aligned drivers.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/linnard-dvoyski-dynamic-balanced-scorecard-template-for-public-sector-agencies/238954/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/linnard-dvoyski-dynamic-balanced-scorecard-template-for-public-sector-agencies/238954.png","ImageObject",442,249,{"name":88,"@type":89},"Finn","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-31","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":20},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"Why does the paper argue that current performance indicator selection is problematic?","Question",{"text":108,"@type":109},"The paper states that evaluation literature provides no scientific basis for selecting or validating performance indicators, and it also overlooks validation of the associated “business rules.”","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"What management problem arises from delayed feedback effects?",{"text":113,"@type":109},"Research cited in the text shows managers often misread delayed feedback effects, leading to decisions that do not fit the actual performance dynamics.",{"name":115,"@type":106,"acceptedAnswer":116},"How does the proposed dynamic balanced scorecard improve the original BSC approach?",{"text":117,"@type":109},"It uses a system dynamics paradigm to model causal interactions and delayed feedback loops, enabling managers to test the hypothesised causal chains behind value creation and strategy outcomes.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},238954,1791717614,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":20,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":8,"language":135,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":136,"faqs":137,"seo_title":138,"seo_description":61,"update_tm":139,"read_time":79},34359740700684,"https://ap-avatar.wpscdn.com/avatar/1f400023980c374ae676?_k=1777273430885731487","A DYNAMIC BALANCED SCORECARD TEMPLATE FOR PUBLIC SECTOR AGENCIES  \nKeith Linard, Director  \nUniversity of New South Wales Centre for Business Dynamics & Knowledge Management [k-linard@adfa.edu.au](k-linard@adfa.edu.au)  \nLubomir Dvorsky  \nConsultant-CSC(Aust) UNSW Postgraduate Student [l-dvorsky@adfa.edu.au](l-dvorsky@adfa.edu.au)  \nABSTRACT :  \nPerformance indicators are key feedback drivers of organisation dynamics. However, the evaluation literature gives no scientific basis for their selection or validation. An even more significant omission in the literature is the validation of “business rules” associated with such indicators. It is presumed that managers instinctively know the “right way” to respond to indicator change. Research shows that managers typically misread delayed feedback effects and their decisions are correspondingly inappropriate. The balanced scorecard suffers from the above limitations, especially the feedback interrelationships between indicators.  \nThis paper discusses development of a “dynamic balanced scorecard” based on the system dynamics paradigm,which accounts for delayed feedback effects. The paper outlines the modelling of causal interactions within an organisation that impact on output quality. Keywords: system dynamics; balanced scorecard; BSC; performance indicators ; KPI  \nTHE FUNADAMENTAL VALUE ADDED OF THE BALANCED SCORECARD  \nThe Balanced Scorecard is an outcomes oriented performance management system that seeks to link the activities of an organisation to its vision, mission, and strategy through the establishment measurable goals and linked cause-and-effect performance indicators. The Balanced Scorecard is more than performance measurement system. It is a management system that focuses the efforts of staff towards achieving strategic objectives. It seeks to give feedback on current performance so that managers will adapt priorities towards value improvement and make decisions that give effect to this. It seeks to give feedback on the key drivers of longer term future performance, so that when the future arrives it has been long anticipated in managerial priorities and decision making.  \nThe 1997 Management Advisory Board (MAB) report ‘Beyond Bean Counting’recommended the Balanced Scorecard as  \n“… a valuable tool for organisations in both the public and the private sectors that wish to drive a process of strategic change … It also harnesses the strategic vision of the organisation in a holistic view of the key drivers of success, and closely integrates the strategic vision with the operational planning and budgeting activities of the organisation.”1  \nA “good” BSC is not simply a limited list of measures gathered into four categories, but communicates and promotes adherence to the strategy to all levels of the organisation.  \n“(The BSC)… tells everyone in your organization, in a single page, the story of your entire strategy: Every measure is part of a chain of cause-and-effect linkages. All  \n1 Commonwealth of Australia, Management Advisory Board,“Beyond Bean Counting-Effective Financial Management in the APS-1998 & Beyond”. PSMPC, Dec 1997. p.54 .  \nmeasures eventually link to organizational outcomes. A balance exists between outcome measures (financial and customer) and performance drivers (value proposition, internal processes, learning & growth)”.2  \nCause-and-effect according to Kaplan and Norton  \nKaplan and Norton emphasise that the chain of cause-and-effect should pervade all four perspectives ofthe BSC and should include key performance drivers that impact on strategy.  \n“Our experience is that the best Balanced Scorecards are much more than collections of critical indicators or key success factors organized into several different perspectives. The multiple measures on a properly constructed Balanced Scorecard should consist of a linked series of objectives and measures that are both consistent and mutually reinforcing. The metaphor should be a flight simulator, not a dashboa","cbCaibhfg4FiUk9a","https://ap.wps.com/l/cbCaibhfg4FiUk9a","pdf",319004,"English","# Dynamic balanced scorecard for public sector agencies\n## Abstract and motivation\n## Fundamental value of the balanced scorecard\n## Cause-and-effect across Kaplan and Norton perspectives\n## Modeling with system dynamics and delayed feedback","[{\"question\":\"Why does the paper argue that current performance indicator selection is problematic?\",\"answer\":\"The paper states that evaluation literature provides no scientific basis for selecting or validating performance indicators, and it also overlooks validation of the associated “business rules.”\"},{\"question\":\"What management problem arises from delayed feedback effects?\",\"answer\":\"Research cited in the text shows managers often misread delayed feedback effects, leading to decisions that do not fit the actual performance dynamics.\"},{\"question\":\"How does the proposed dynamic balanced scorecard improve the original BSC approach?\",\"answer\":\"It uses a system dynamics paradigm to model causal interactions and delayed feedback loops, enabling managers to test the hypothesised causal chains behind value creation and strategy outcomes.\"}]","Linnard-dvoyski - DYNAMIC BALANCED SCORECARD TEMPLATE FOR PUBLIC SECTOR AGENCIES | PDF",1789141639]