The Balanced Scorecard of Brookmint Water Company

THE BALANCED SCORECARD OF BROOKLINT WATER COMPANY 5

TheBalanced Scorecard of Brookmint Water Company

TheBalanced Scorecard of Brooklint Water Company

Definition:The balanced scorecard is a tool of strategic management applicablein business industry, not-for-profit organizations, and eveninternational agencies (Kaplan &amp Norton, 2012). As a tool ofstrategic management, the balanced scorecard facilitates thealignment of the organization’s vision, mission, and internalstrategies with the objective of the improving communication withinand outside the firm and monitor performance using the set goals. Thebalanced scorecard provides managers with a balanced view of theperformance of the organization (Kaplan &amp Norton, 2012).

Descriptionof Brooklint Water Company

Brookmintspecializes in supplying clean water in densely populated areas. Withover two decades in the industry, Brooklint realized analyzingfinancial statements alone is not sufficient to measure forecastperformance since the method is based past performance. To adopt afuturistic approach, the balanced scorecard was adopted as astrategic tool and later integrated into the management system.

Brooklint’smission statement:To be the source of the needed solutions to ever-increasing need formore water in municipals. To achieve that, the Brooklint intends touse all available business performance tools to improve the value oflife.

Brooklint’svision statement:attain the highest profitable growth rate and the be recognizedreferences company in water in the public utility industry.

Thesame way the balanced scorecard suggests, Brooklint used the fourperspectives that guided the collection of data, development ofmetrics, and analyzing all the processes that determine its success.

Thelearning and growth perspective

Thelearning and growth perspective in Brooklint is achieved throughfrequent training and continuous learning. The process enables thecompany to cope with the growing technological adoption of watersafety and supply. The metrics of allocating funds for human resourcedevelopment are: emergency readiness and equipment and knowledgeabout new laws, understanding business risks, public engagement,ecosystem impacts, and water accounting changes.

Thebusiness process perspective

Thebusiness process perspective of Brooklint Company does not emanatefrom outside experts, but from internal technicians who understandthe quality standards of the industry.

Thefinancial perspective

Financialdata is vital for utility companies due to long supply chains andbusiness processes. Brooklint has a database for financial data thatcentralizes and automates all financial data. The data is used inrisk assessment and cost analysis. Thus, there have been accurateprojections of financial performance in line with objectives.

Thecustomer perspective

Brooklintrelies on customer feedback as a metric of fulfilling this measure.Forms are available online on its website for surveys on customerfeedback where they answer specific questions. The company hasreceived positive reviews in recent surveys due to its commitment tohave a quality human resource.

Strategymapping

Theactual strategy map of Brooklint was obtained from a matrix craftedfrom the set objectives. The strategy mapping team intended to createa model that would be understood by all project managers. They linkedobjectives to derive a cause-and –effect connection between them(Norreklit &amp Mitchell, 2007). Each perspective of the scorecardhad specific objectives under it. The target was to group thoseobjectives of the learning and growth perspective because they arethe basis of the strategy implementation. The strategy mapping teamestablished strategy themes under each group of objectives. Forexample, the objective to adopt innovative ways of improvingportfolio performance is in the business process perspective. Thetheme that accompanied this objective was “high and sustainableoverall growth”.

Theimportance of using the balanced scorecard as a tool of strategicmanagement the performance of the organization

Thebalanced score-card captures, describes, and translate intangibleassets into real value for all of an organization’s stakeholdershence, enabling the organization to the implement differentiatedstrategies more effectively (Fernández, 2011). As a tool ofstrategic management, the balanced score-card translates theorganization’s strategy into performance objectives, measures,targets, as well as initiatives in four notable balancedperspectives: The financial, internal process, employer learning andgrowth, and the customer perspectives (Fernández, 2011)..

Usingthe balanced score-card facilitates financial returns, greateremployee alignment with the overall goals of the organization,improved collaboration, and renewed focus on strategy from time totime. Fundamentally, the organization must have all the tools toeffectively handle a balanced score-card. The tools are critical inenabling implementers to navigate all the important segments of thebalanced scorecard strategic management technique because it entailsmany pitfalls during the implementation process (Stewart &ampCarpenter-Hubin, 2001).

Thebalanced scorecard is also a vital step-by-step technique thatenables organizations to test their mission, building a strategy map,developing measures and targets, and place the scorecard at thecenter of the management process(Salterio &amp Webb, 2003).The technique has the capacity to determine its own rationale basedon the uniqueness of the organization and the capacity to sustaincorporate and financial success.

Themanagement does not have to look at financial measures on ashort-term basis to get the indicators of how the organization isperforming. The four perspectives that would be described through theBrooklint Water Company offer a process that separately and incombination link the long-term strategic goals and objectives withthe short-term initiatives that the organization adopts. It works ina cycle where one actions leads into another stage. The followingdiagram shows how the balanced scorecard links long-term goals withshort-term ones.

References

Fernández,A. (2011). El Balanced Scorecard. Revistade antiguos alumnos IESE. Barcelona, España. Pág,12-15.

Kaplan,R. S., &amp Norton, D. P. (2012). Using the balanced scorecard as astrategic management system. Harvardbusiness review,74(1),75-85.

Norreklit,H., &amp Mitchell, F. (2007). The balanced scorecard. Issuesin management accounting,3,175-198.

Salterio,S., &amp Webb, A. (2003). The balanced scorecard. CAmagazine,136(6),39.

Stewart,A. C., &amp Carpenter-Hubin, J. (2001). The Balanced Scorecard.Planningfor Higher Education,37-42.

Translating the organization’s vision by: a) clarifying it and b) bringing consensus