According to Guilherme Barbassa, director of Stratec, one of the main differentiators of the BSC methodology for a company's strategic management is the fact that the Balanced Scorecard structures the company's strategic objectives in a cause-and-effect relationship and within the business perspectives. \u201cThese perspectives are typically: financial, customer and market, internal processes, and learning and growth,\u201d Barbassa comments.<\/p>\n\n\n\n
According to Kaplan and Norton (1997, p. 25), the Balanced Scorecard translates the balance between short-term and long-term objectives, between financial and non-financial measures, between trend and occurrence indicators, and also between internal and external performance perspectives.<\/p>\n\n\n\n
Managing so much information requires organization and practicality. Having an automated system that provides accurate, compiled data in the form of charts or spreadsheets to facilitate analysis is a differentiator for those seeking business success.<\/p>\n\n\n\n
The use of software that systematizes the implementation of the BSC makes it easier to link and analyze the cause and effect relationship between strategic objectives. \u201cUsing Stratec's Strategic Management software, the manager can navigate along this line of cause and effect relationships between objectives and indicators, enabling a more precise analysis of the information,\u201d says Barbassa.According to Stratec's director, the BSC, as well as being a strategic management methodology, has practices that lead to the aid and communication of the strategy within the organization. The automation of this methodology, therefore, has to fulfil this purpose - that of facilitating the communication of the strategy throughout the organization. \u201cWhen you work with software that makes managers more involved in strategic management, and provides strategic maps that make it easier to analyze and communicate data, you can say that the main tool of the BSC methodology is being used, in other words, the communication of the strategy's execution is being carried out. In addition, this execution is also monitored using the software, involving everyone in the organization around the company's strategy,\u201d Barbassa concludes.<\/p>\n\n\n\n
To learn more about the Strategic Management software, watch our videos or request a demo.<\/p>\n\n\n\n <\/p>\n\n\n\n Sources:<\/strong> <\/p>","protected":false},"excerpt":{"rendered":" Discover the advantages of applying the BSC methodology in automated systems to optimize your strategic management.<\/p>","protected":false},"author":22,"featured_media":17322,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[580],"tags":[],"Idioma-posts":[1169,1167],"class_list":["post-17323","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-outros","idioma-posts-espanhol","idioma-posts-portugues"],"acf":[],"yoast_head":"\n![\"Strategic](\"https:\/\/actiosoftware.com\/wp-content\/uploads\/2018\/11\/bot-solicite-pt.png\")
<\/figure>\n\n\n\n
NORTON, David and KAPLAN, Robert. The Balanced Scorecard \u2013 Translating Strategy into Action; 1997, 344 p.<\/p>\n\n\n\n