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Vol 31 - No 06 - September 2005 Improving Performance using the Balanced Scorecard Approach Government driven ‘top down’ targets, continue to attract criticism from people at the ‘coal face’, particularly in the education and health fields. The announcement of over-stated results recently in the private sector (eg. oil reserves), shows that ‘target’ setting is rife, with spectacular consequences following, when reality hits. Is there an alternative to business performance improvement from the ‘head office’ target driven approach to a process that actually drives improvement? During the early part of the 20th century performance focus was primarily result driven and this did not matter as huge growth and demand dictated financial results, not the effectiveness of the underlying process. However, with maturity of manufacturing and commodity markets, internal processes and organisational culture it became a significant lever to financial outcomes. Page number: 21 Word count: 1950 Related Topics: Customer relations management Performance Prism Planning and scheduling
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