The business operations of Marie Stopes International, a UK-based non-profit organization, are oriented to developing and improving processes of assisting females in developing countries. The focus is on educating women regarding contraception and female health aspects (Marie Stopes International, 2015). In this part of a balanced scorecard for Marie Stopes International, it is necessary to present objectives, measures, targets, and actions for the internal business processes perspective while paying attention to the specifics of this non-profit organization.
In Table 1, the key objectives oriented to changing and improving internal processes are described in detail. It is possible to state that the objectives for this perspective, as well as previous objectives developed for the financial and customer perspectives, reflect the organization’s mission, vision, and strategy. Thus, the key focus is on creating conditions for serving more females who need support and education regarding their female health and birth control procedures. If objectives developed for the customer perspective were directed toward increasing clients’ satisfaction, these objectives are oriented to improving midwives and nurses’ performance, the quality of services, and the delivery of services.
Table 1. The Balanced Scorecard: The Internal Business Processes Perspective.
Table 1 provides the formulated objectives along with the information regarding the relationships between goals for the financial perspective, the customer perspective, and the internal business processes perspective. It is possible to state that the relationship is obvious, and those objectives and measures which are determined for this part of a balanced scorecard are logically connected with the goals formulated to address clients’ needs (Pramudita, 2016).
The necessity of increasing customers satisfaction leads to the formulation of specific goals for restructuring business processes and improving performance, as well as increasing quality and productivity. Therefore, no revisions are required for the objectives set for other perspectives (Mackay, 2004; Niven, 2014). The reason is that the Module 1 objectives were revised to address the formulated Module 2 objectives. In their turn, the Module 2 objectives are identified effectively, and the Module 3 objectives are presented in line with the previous changes.
As a result, it is possible to note that the development of more objectives for Marie Stopes International allows for creating a full picture of strategic changes in this organization. Also, the review of previous objectives is an effective practice to guarantee the correlation between all set goals. The expected result is the improvement of clients’ experiences.
References
Flynn, W. J., Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2015). Healthcare human resource management (3rd ed.). New York, NY: Nelson Education.
Mackay, A. (2004). Research report: A practitioner’s guide to the balanced scorecard. Web.
Marie Stopes International. (2015). Financial statements and annual report 2015. Web.
Marie Stopes International. (2016). What we do. Web.
Niven, P. R. (2014). Balanced scorecard evolution: A dynamic approach to strategy execution. New York, NY: John Wiley & Sons.
Pramudita, C. D. (2016). The balanced scorecard as strategic controlling instrument. Hamburg, Germany: Anchor Academic Publishing.