CUADRO DE MANDO INTEGRAL
Summary
TLDRThe video script discusses the Integral Management Dashboard, also known as the Balanced Scorecard, emphasizing the importance of formulating a great strategy and the company's ability to measure and verify its results. Developed by Professors Kaplan and Norton, the Balanced Scorecard emerged from the realization that financial measures alone were insufficient for comprehensive strategic assessment. The tool translates corporate strategy into interconnected, measurable objectives linked to business actions, aiming to align the entire organization with the strategy. It encompasses four perspectives: financial, customer, internal processes, and learning and growth. The financial perspective focuses on maximizing profitability through revenue growth and productivity. The customer perspective aims to deliver added value to encourage customer loyalty and acquisition. Internal processes involve operational management, customer management, innovation, and regulatory and social processes. Lastly, the learning and growth perspective addresses intangible assets like human capital, information capital, and organizational capital, which are crucial for strategy execution. The script highlights that objectives across these perspectives are interrelated, with financial outcomes dependent on satisfying customer objectives, which in turn rely on optimized internal processes and the application of intangible assets.
Takeaways
- 📈 The Balanced Scorecard (BSC), also known as the Integrated Management Dashboard, is a powerful management tool that helps companies translate their strategy into measurable objectives and align the entire organization with these objectives.
- 💡 BSC was developed by Robert S. Kaplan and David P. Norton as a response to the limitations of traditional financial indicators in measuring strategic performance.
- 🔍 BSC emerged from a study conducted in the 1990s that revealed companies relied heavily on financial indicators, which presented a historical view of the company rather than a current or future perspective.
- 📊 The tool consists of four perspectives: financial, customer, internal processes, and learning and growth, which are interconnected and interdependent for achieving the company's overall strategy.
- 💰 The financial perspective focuses on maximizing profitability through revenue growth and productivity, which includes increasing income and improving the efficiency of financial and physical assets.
- 🛍️ The customer perspective emphasizes delivering added value to customers, with common indicators being customer satisfaction, retention, acquisition of new customers, and customer profitability.
- 🏭 The internal processes perspective outlines how the company can deliver the value proposition to customers by optimizing operations, managing customer relationships, innovating, and ensuring regulatory compliance.
- 🧠 The learning and growth perspective deals with the intangible assets of the company, such as human capital, information capital, and organizational capital, which are crucial for executing the company's strategy.
- 🔗 The objectives of the four perspectives are causally linked, starting from the financial outcomes, which can only be achieved if customer objectives are met, leading to a focused and internally consistent strategy.
- 🤝 BSC aims to mobilize change through leadership and make strategy a continuous process that becomes part of the daily work of all employees, thereby aligning the organization with the strategy.
- 📚 Kaplan and Norton's framework emphasizes the importance of having a capable workforce with the necessary skills and knowledge, supported by effective information systems and infrastructure.
- 🌟 The success of a company's strategy using the BSC depends on the effective application of its intangible assets and the alignment of the four perspectives to create value.
Q & A
What is the Integral Management Dashboard also known as?
-The Integral Management Dashboard is also known as the Balanced Scorecard.
Why is the Balanced Scorecard considered an important tool for companies?
-The Balanced Scorecard is important because it supports companies in translating their strategy into measurable objectives and aligns the entire organization with the strategy.
Who developed the concept of the Balanced Scorecard?
-The concept of the Balanced Scorecard was developed jointly by professors Robert S. Kaplan and David P. Norton.
What was the main issue with companies' management dashboards in the 1990s according to the study?
-The main issue was that companies' dashboards were primarily based on financial indicators, which presented a view of the past rather than the present or future, leading to less effective strategic decision-making.
How does the Balanced Scorecard help to focus the organization on the company's strategy?
-The Balanced Scorecard translates the company's strategy into interlinked objectives that are measurable through indicators and are connected to business actions, ensuring that the entire organization is focused on the strategy.
What are the four perspectives of the Balanced Scorecard?
-The four perspectives of the Balanced Scorecard are the financial perspective, customer perspective, internal business processes perspective, and learning and growth perspective.
What are the two basic points for maximizing financial development in a company?
-The two basic points for maximizing financial development are increasing revenue through selling more products or diversifying, and improving productivity by reducing direct costs and using financial and physical assets more efficiently.
What are some common indicators of good results from the customer perspective?
-Common indicators include customer satisfaction, customer retention, acquisition of new customers, and customer profitability.
How do internal business processes contribute to the financial objectives of a company?
-Internal business processes contribute by providing and delivering value products to the customer and improving processes to reduce costs, which in turn supports the financial objectives.
What are the three categories proposed by Kaplan and Norton for intangible assets in the learning and growth perspective?
-The three categories are human capital, informational or knowledge capital, and organizational capital.
How are the objectives of the four perspectives of the Balanced Scorecard interconnected?
-The objectives are interconnected through cause-and-effect relationships, where financial results can only be achieved if customer objectives are met, which in turn depend on the value proposition created by optimized internal processes.
What is the key to creating value and a focused, internally consistent strategy according to the Balanced Scorecard approach?
-The key is aligning the objectives of the four perspectives, ensuring that they work together to support the overall strategy of the company.
Outlines
📊 Introduction to the Balanced Scorecard
The first paragraph introduces the concept of the Balanced Scorecard, also known as the Integrated Command Chart (CEMÍ). It emphasizes the importance of measuring and verifying a company's strategy alongside formulating an excellent strategy. The Balanced Scorecard is a management tool that translates a company's strategy into interconnected, measurable objectives linked to business actions. Developed by Kaplan and Norton, it addresses the limitations of financial indicators alone in measuring strategies. The paragraph also explains that the tool aims to align the entire organization with the strategy, making it part of the daily work of all employees. It outlines four perspectives of the Balanced Scorecard: financial, customer, internal processes, and learning and growth, with the financial perspective focusing on maximizing profitability through revenue growth and productivity.
💼 Customer and Internal Process Perspectives
The second paragraph delves into the customer and internal process perspectives of the Balanced Scorecard. It discusses the importance of delivering added value to customers, which is reflected in indicators such as customer satisfaction, retention, acquisition of new customers, and customer profitability. The internal process perspective explains how to create and deliver this value, focusing on operational processes that produce and deliver products or services to customers. Kaplan and Norton categorize internal processes into four groups: operational management, customer management, innovation, and regulatory and social processes. The paragraph also touches on the intangible assets of a company, including human capital, informational capital, and organizational capital, which are crucial for strategy execution. It concludes by stressing the interconnection of the four perspectives and the importance of aligning them to create value and a focused, internally consistent strategy.
Mindmap
Keywords
💡Balance Scorecard
💡Strategic Management
💡Financial Perspective
💡Customer Perspective
💡Internal Processes
💡Learning and Growth
💡Human Capital
💡Information Capital
💡Organizational Capital
💡Cause-and-Effect Relationships
💡Alignment
Highlights
The Balanced Scorecard, also known as the Integrated Management Dashboard, is a powerful management tool that helps companies measure and verify their strategic results.
Developed by Professors Kaplan and Norton, the Balanced Scorecard addresses the limitations of financial indicators in measuring strategy.
Kaplan and Norton conducted extensive research with many companies in the 1990s to understand the need for a more comprehensive approach to strategy measurement.
The Balanced Scorecard translates a company's strategy into interconnected objectives that are measurable and linked to business actions.
It aims to align the entire organization and all employees with the company's strategy, ensuring everyone speaks the same language in strategy development.
The Scorecard includes four perspectives: financial, customer, internal processes, and learning and growth.
The financial perspective focuses on maximizing profits through financial indicators like revenue growth and productivity.
The customer perspective emphasizes delivering added value to customers to increase their purchases and loyalty.
Common indicators for the customer perspective include customer satisfaction, retention, acquisition of new customers, and customer profitability.
The internal processes perspective outlines how to deliver the value proposition to customers by optimizing products or services.
Internal processes are divided into operational management, customer management, innovation, and regulatory and social processes.
The learning and growth perspective describes a company's intangible assets and their role in strategy development.
Kaplan and Norton propose three categories of intangible assets: human capital, information capital, and organizational capital.
Human capital focuses on the availability of skills, competencies, and knowledge required to support the strategy.
Information capital deals with the availability of information systems, networks, and infrastructure needed to back the strategy.
Organizational capital relates to the company's ability to mobilize and sustain the change process necessary to execute the strategy.
The objectives of the four perspectives are interlinked through cause-and-effect relationships, starting from financial outcomes down to customer and internal process objectives.
Aligning the objectives of these perspectives is key to creating value and a focused, internally consistent strategy.
The Balanced Scorecard provides a framework for developing strategy, setting important present objectives, and involving the entire company.
Transcripts
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hoy vamos a hacer referencia al cuadro
de mando integral cemí también conocido
como balance scorecard se dice que tan
importante como formular una excelente
estrategia es la capacidad de la empresa
para medirla y ver verificar sus
resultados
el cuadro de mando integral es una
poderosa herramienta de gestión que
apoya a la empresa en este sentido
el balance scorecard nace de un trabajo
mancomunado entre los profesores kaplan
y norton quienes visualizan
qué medidas estrategias a partir de los
estados financieros no era una solución
global buena para la empresa a la hora
de medir estrategias entonces ellos
hicieron un estudio bastante amplio con
muchísimas empresas sobre los años 90 y
se dieron cuenta que las empresas tenían
cuadros de mando principalmente apoyados
en indicadores financieros está visión
financiera a la hora de medir
estrategias estaba un poco la toma de
decisiones de los gerentes porque
presentaban a la empresa en el pasado
más que presentar la situación presente
de la empresa y mucho menos la futura
el cuadro de mando integral es una una
herramienta de gestión que traduce la
estrategia de la empresa
en objetivos que van ligados entre sí
que son medibles a través de unos
indicadores y que están aterrizados o
ligados con acciones empresariales que
lo que quieren principalmente es centrar
a toda la organización a todo el
personal de la organización en la
estrategia de tal suerte que toda la
organización la empresa hable el mismo
idioma a la hora de el desarrollo de la
estrategia dentro de los objetivos de un
cuadro de mando integral tenemos
traducir la estrategia a términos
operativos alinear la organización con
la estrategia hacer que la estrategia
sea el trabajo diario el trabajo día a
día de todo el personal de la empresa
hacer de la estrategia un proceso
continuo movilizar el cambio mediante el
liderazgo de los directivos
el cuadro de mando integral proporciona
un marco en el cual se desarrolla la
estrategia se ponen unos objetivos de
presente importantes que involucran toda
la empresa y se desarrolla a partir de
cuatro perspectivas la perspectiva
financiera la perspectiva del cliente la
perspectiva de los procesos internos de
la empresa y la de aprendizaje y
desarrollo
la perspectiva financiera es el objetivo
fundamental para las empresas que
quieren maximizar sus utilidades a
través de los indicadores financieros
podemos saber si la estrategia está
cumpliendo con ese fin el desarrollo
financiero de una empresa puede
maximizar se a partir de dos puntos
básicos
el crecimiento de sus ingresos y la
productividad una pues una empresa puede
hacer crecimientos financieros de sus
ingresos vendiendo una cantidad mayor de
producto vendiendo más productos o
diversificando y la productividad no
puede lograr bajando los costos directos
y utilizando con una mayor eficiencia
los activos financieros y los activos
físicos de la empresa
el objetivo financiero básico
aún es sostener un aumento de los
activos para los dueños de la empresa
para los accionistas
cómo se logra sostener el crecimiento
del valor para los accionistas de las
empresas que quieren maximizar sus
utilidades necesariamente a partir del
cliente entonces en la perspectiva del
cliente se debe de ofrecer en una forma
muy clara un valor agregado para el
cliente que le permita comprar más
adquirir más productos
algunos indicadores comunes de buenos
resultados en la perspectiva del cliente
son satisfacción del cliente
retención del cliente
adquisición de nuevos clientes
y rentabilidad del cliente
si la perspectiva del cliente nos dicen
que debemos entregar al cliente qué tipo
de valor agregados en la idea al
producto al servicio la perspectiva de
los procesos internos nos dicen cómo
hacerlo esto se entregan la propuesta
del valor de valor diferenciador a del
producto del servicio y nos indican cómo
llegar hasta allá
los procesos internos tienen dos
componentes comunes proporcionan y
entregan productos de valor para el
cliente y mejoran procesos y reducen
costos para la propuesta financiera
kaplan y norton organizaron en cuatro
grupos los procesos internos proceso de
gestión de operaciones que son los
procesos básicos del día a día mediante
los cuales las empresas producen sus
productos o servicios y los entregan al
cliente
procesos de gestión de clientes
en este proceso los se amplían y
profundizan las relaciones con los
clientes objetivos procesos de
innovación hacen referencia al
desarrollo de nuevos productos procesos
y servicios procesos reguladores y
sociales ayudan a la organización a
ganarse continuamente el derecho de
operar en las comunidades y países donde
producen y venden
esta perspectiva describe los activos
intangibles de la empresa y su papel en
el desarrollo de la estrategia
kaplan y norton proponen tres categorías
para estos activos intangibles capital
humano capital informativo o de la
información y capital organizacional el
capital humano trata de la
disponibilidad de habilidades
competencias y conocimientos requeridos
para apoyar la estrategia el capital de
la información trata sobre la
disponibilidad de sistemas de
información redes e infraestructuras
requeridos para respaldar la estrategia
propuesta
y el capital organizacional trata de la
disponibilidad de la empresa de toda la
empresa para movilizar e sostener el
proceso de cambio que hace falta para
ejecutar la estrategia propuesta
importante tener en cuenta que los
objetivos de las cuatro perspectivas
están vinculados entre sí por relaciones
de causa-efecto comenzando desde arriba
los resultados financieros sólo se
pueden conseguir si los clientes
objetivos están satisfechos los clientes
objetivos esperan una propuesta de valor
interesante que los fidelice y los deje
satisfechos la propuesta de valor de que
se crea a partir de los procesos
internos que optimizan los bienes o
servicios que ofrece la empresa cómo se
mejoran esos procesos internos
a partir de la perspectiva de
aprendizaje de crecimiento teniendo un
personal capacitado en competencias y
conocimientos teniendo la disponibilidad
de información es decir aplicando el
capital intangible de la empresa a la
estrategia propuesta
alinear los objetivos de estas cuatro
perspectivas es la clave de creación de
valor y por lo tanto de una estrategia
focalizada e internamente consistente
soy al mab urbano tutor a la cátedra en
el programa de administración de
empresas en la facultad de faedis
universidad militar nueva granada por su
atención muchas gracias
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