Introduction
The Enterprise Business Performance Measurement is a process of measuring and analyzing key performance indicators, which manage internal business management. These measurements can be done using the Balance Score Card (BSC) and Key Performance Indicators (KPIs).
Balanced Score Card
The Balanced Score Card (BSC) is a management tool that is employed by most firms irrespective of their scale to streamline the firm’s performance to its vision and goals. Robert Kaplan and David Norton developed the technique. The technique is used for strategic planning. It offers feedback on the internal processes of the firm. It also provides external outcomes to enhance strategic performance. Before implementing the BSC, the executive should have a precise comprehension of the vision and goals of the organization. This involves the prior use of tools that restructure the organization’s strategy. These tools include strategy mapping, PEST (Political, Economic, Society, and Technology), SWOT analysis, and analysis of Porter’s Five Forces of Competition.
The advantages of the BSC include clarification of strategy and conveying of strategic objectives. Others include planning, identifying targets, and streamlining strategic objectives. It also includes strategic feedback and learning. In clarifying the strategy, the BSC translates the strategy into quantifiable measures and clarifies the management’s understanding of the strategy. In strategic response and learning, management receives and is aware of whether their strategy operationalization is aligned with the organization’s plan.
Key performance indicators
Key Performance Indicators (KPI) are a snapshot of businesses based on predefined measures. The KPIs are combinations of spreadsheet reports or charts showing global, regional sales figures and trends over time, personal statistics and trends, real-time supply chain information, or any information thought to be necessary for a business to succeed. For example, the utilization of KPIs as a management portal can offer a vivid indication of the statistical position of the firm. Implementation of KPIs helps the organization in four essential areas. This includes revenue improvement, cost reduction, process cycle-time improvement, and increases customer satisfaction. KPIs attain these outcomes by providing individuals with a vivid picture of what is required and what needs to be accomplished. KPIs make sure that individuals meet and exceed their requirements. When used as a carrot, KPIs provide information on the targets and progress towards attaining these targets. These keep the employees motivated in achieving and exceeding the KPI targets.
Organization and how it achieves quality
Google’s organization structure is regarded as being dynamic, atypical, and bureaucratically-averse. This structure is not similar to other large organizations. In this case, it does not have an overall executive. The CEO Eric E. Schmidt works as a control officer rather than working as the CEO. Thus, the CEO handles “the day-to-day stuff,” ensuring that the right individuals are talking and reaching their partners. He also hired the Human Resource Manager and subdivided employees according to their production functions. The organizational decisions are made between the co-founder and the CEO. Just like any other organization, Google has a board of directors that ensures accountability, fairness, and transparency in its relations with all stakeholders.
The management gives autonomy to the employees to undertake projects of their choice. The engineers are motivated to work on their projects to spark creativity. Google believes that, if employees operate without constraints and with less bureaucracy, it will encourage them to develop better ideas at a quicker rate. This structure, in conjunction with autonomy, fosters creativity, and innovation.