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Security regional bank: Implementing a balanced scorecard using the business modeling approach
Author(s) -
Brewer Peter C.,
Albright Tom,
Davis Stan
Publication year - 2004
Publication title -
journal of corporate accounting and finance
Language(s) - English
Resource type - Journals
eISSN - 1097-0053
pISSN - 1044-8136
DOI - 10.1002/jcaf.20041
Subject(s) - balanced scorecard , strategy map , process management , business process , linkage (software) , process (computing) , quality (philosophy) , business , strategic management , computer science , knowledge management , marketing , work in process , biochemistry , chemistry , philosophy , operating system , epistemology , gene
One of the strengths of the balanced scorecard approach is the ability to link strategic goals with operational performance measures. But many adopters discover that while they understand the conceptual linkage between operational performance measures and strategic goals, they lack a structure to guide their efforts. This article illustrates the use of a technique—loosely based on quality management principles—that permits managers to articulate their strategic vision in the form of a process‐oriented business model. A banking institution is used to illustrate the business modeling approach to balanced scorecard development and implementation. © 2004 Wiley Periodicals, Inc.