To improve performance, managers require a balance of relevant information that reflects both financial and operational measures. The Balanced Scorecard (BSC) provides a succinct, yet comprehensive assessment of a business that includes both financial and operational measures in its four perspectives: customer, internal, innovation and learning, and financial. These perspectives and their associated questions limit the number of measures used, while bringing together seemingly disparate elements of a company’s strategic agenda in a single report.

The Balanced Scorecard concept acknowledges that corporate strategy and operations strategy are linked, and requires managers to consider what this means for their organization. In an applied sense, the Balanced Scorecard can be used as a strategic communication and implementation tool. In this course, students will practice modeling operational strategies within the BSC, using strategy maps. They will also learn to quantify an operations strategy with concrete key performance indicators (KPIs) and measures.