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Using the balanced scorecard to improve partner performance

By Guy Vincent, Partner, Bircham Dyson Bell

2 April 2013

"Not more clever management tools!" our partners cry. But the balanced scorecard, I believe, is worth a good look. After all, millions of businesses have used it, so why would we not?

What is the balanced scorecard?

In 1992, Kaplan and Norton developed the idea of a balanced scorecard as a performance management tool to align the operational activities of a business with its larger-scale objectives.

The balanced scorecard introduced the idea that not only financial outcomes should be measured but also operational, marketing and development inputs. The underlying rationale is that organisations cannot directly influence financial outcomes because these are a measure of the past. So, the organisation must instead measure those areas where direct management intervention is possible to influence the future performance of the business.

The balanced scorecard highlights four areas of measurement to assess pe...

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