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The Balanced Scorecard Implementation Perspective Essay


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

Objective Measure Target Action
Improve the performance of mobile midwives, nurses, volunteers, and other healthcare providers in the context of the proposed services.

Increasing the quality of the provided services to make internal processes more efficient by determining higher quality standards (Marie Stopes International, 2016).

The performance and quality rating results (Flynn, Mathis, Jackson, & Valentine, 2015). The high – the highest scores Midwife, Nurses, and Volunteers Performance Improvement Project

Determining new quality standards and focusing on developing employees’ skills and improving their performance.
Action Officer: Mrs. XYZ
Due Date: January 2018

Expand service delivery channels with the focus on a franchising network and other resources.

Increasing the number of clinics as part of a franchising network and discovering new delivery channels to improve the organization’s operations.

The number of clinics, medical centers, and healthcare organizations that will participate in Marie Stopes International’s operations as partners. 500 organizations or facilities New Ways of Delivering Care Project

Concentrating on developing more relationships with world healthcare organizations of different types to discover new channels for delivering services (Marie Stopes International, 2016).
Action Officer: Mrs. XYZ
Due Date: June 2018

Improve productivity increasing the number of CYPs (a couple of years of protection) in 2018 (Marie Stopes International, 2015).

Increasing the number of CYPs in comparison to the year 2016 when more than 32 million CYPs were provided (Marie Stopes International, 2016).

The number of CYPs provided to families and couples in developing countries. 38 million of CYPs The Increased Scale of Services Initiative

Mobilizing resources to increase the scale of services by providing more CYPs during the year of 2018.
Action Officer: Mrs. XYZ
Due Date: December 2018

Relationships with other objectives The proposed objectives are related to the internal business processes perspective, but they are also connected with the objectives determined for financial and customer perspectives. Thus, the realization of financial objectives is important to provide funds to implement projects to accomplish these internal business objectives because additional resources are required to use new service delivery channels and spread more CYPs. Also, these objectives are closely connected with the client-oriented objectives because the increased number of clinics, which cooperate with Marie Stopes International, and the increased number of provided CYPs are associated with changes in expected performance quality levels and productivity. Furthermore, objectives set for these two perspectives will potentially lead to improving services and increasing clients’ satisfaction.
Revisions (if any) to Module 1 and/or Module 2 Objectives
Objective/Module Measure Target Action
Module 1 Objectives
No Additional Revisions
N/A N/A N/A
Module 2 Objectives
No Additional Revisions
N/A N/A N/A

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). .

Marie Stopes International. (2015)..

Marie Stopes International. (2016)..

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.

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IvyPanda. "The Balanced Scorecard Implementation Perspective." September 6, 2020. https://ivypanda.com/essays/the-balanced-scorecard-implementation-perspective/.

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IvyPanda. 2020. "The Balanced Scorecard Implementation Perspective." September 6, 2020. https://ivypanda.com/essays/the-balanced-scorecard-implementation-perspective/.

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IvyPanda. (2020) 'The Balanced Scorecard Implementation Perspective'. 6 September.

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