"When applied in the new innovation economy, the BSC displays significant limitations in dealing with the new, rapidly changing and networked corporate environment.Isto é o que encontro em "The Tyranny of the Balanced Scorecard in the Innovation Economy".
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The BSC is a measurement tool that is relatively rigid. The four perspectives are the main categories, according to which key success factors are defined. In consequence, the BSC tends to force indicators into one of the four perspectives. By doing so, it limits the view on the company, since it leaves little room for cross-perspectives that might have a simultaneous impact on the company.
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In a dynamic business world, a firm has to co-evolve in collaboration with others. Only if a company co-evolves with its environment, can it benefit from change and new developments and harness the energy that resides within the system, such as collaborative synergies in costs and innovation or by co-creating the business environment pro-actively.
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3. The external innovative connectivity of an organization is hampered by the BSC, which shows to be mostly an internal document thereby depicting a critical limitation in its ability to account for the external environment and systemic linkages. The BSC is a management and measurement tool that is primarily concerned with ”driving performance” and “translating strategy into action”, therefore promoting efficiency within an organization. It widely ignores the needs of an interlinked and highly networked innovation economy, in which companies coevolve and where competition is partly giving way to coopetition. Companies are embedded into a network that consists of many other actors like suppliers, local community, alliance partners, unions, and the final customer, who seems to be the only one accounted for by the BSC.
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Business is more and more based on networks of firms or so called business ecosystems in which successful firms, such as Microsoft, collaborate within their network and thereby improve their own performance significantly.
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The BSC is based on the view of the firm in relative isolation and adversarial in relationships with suppliers. Such limitations with regard to a systemic systems orientation become more pronounced, the more a company has to deal with rapid and disruptive change as well as a networked environment such as in today’s business world.
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The four perspectives of the BSC are mainly focussed on a single organization and do not take the activities of the co-performing industry into account. Even though the customer perspective does take external actors into account, it remains focused on the individual company."
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E o problema é do BSC ou de quem usa o BSC sem acompanhar a evolução dos tempos?
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Recordar:
- A escolha dos pivôs (parte I)
- Trabalhar o ecossistema da procura
- Slide 9 desta apresentação
- Muito mais do que olhar só para o cliente imediato
Continua.
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