Vision’ ‘The (What will the organisation look like / feel like / be doing in 3-5 years time?) Our Values (What is most important to us?) Key Performance Indicators Finance Perspective Customer/Market Year end? Perspective Turnover? Marketing Strategy / Tactics Net Profit? Sales Strategies / Tactics Gross Profit Margin Sales / Overheads % Creditor / Debtor Days? Internal Business Operations Innovation / Learning Performance management Training Plans in Place Job Chats / Appraisals Management Development Setting Objectives Performance management Planning development activity Delegation Time management Evaluation of Development Motivation Activity Recruitment skills Measures of Recruitment / Induction Efficiency New ideas / ways of working Effectiveness Productivity FINANCE PERSPECTIVE Action Responsibility Due Date Define Key Performance Indicators for this Directors TBC perspective Budgets up to date and in place Cash Flow forecasts up to date and in place
‘The Vision’ (What will the organisation look like / feel like / be doing in 3-5 years time?) Our Values (What is most important to us?) Key Performance Indicators Finance Perspective Year end? Turnover? Net Profit? Gross Profit Margin Sales / Overheads % Creditor / Debtor Days? Customer/Market Perspective Marketing Strategy / Tactics Sales Strategies / Tactics Internal Business Operations Performance management Job Chats / Appraisals Setting Objectives Planning development activity Evaluation of Development Activity Measures of Efficiency Effectiveness Productivity Innovation / Learning Training Plans in Place Management Development Performance management Delegation Time management Motivation Recruitment skills Recruitment / Induction New ideas / ways of working FINANCE PERSPECTIVE Action Responsibility Due Date Define Key Performance Indicators for this perspective Directors TBC Budgets up to date and in place Cash Flow forecasts up to date and in place
Balanced-Scorecard-Template.docx