Balanced Scorecard

Arkadi Paserba Balanced Scorecard – in form or content? SSP – formal concept. But it is informative and constructive formalism. Therefore, arguments about its usefulness or applicability – is, in fact, the debate about the primacy of form over content or vice versa. On which side the advantage, and one whose strategy is likely lead to victory: equipped in a single form of a regular army of mercenaries, armed to the teeth with sophisticated weapons, or driven by a single impulse for freedom and independence, guerrilla units, consisting of half-starved and barely dressed people? That's the form! I had to not only advise, but also work as a staff director in such fundamentally different organizational mentality of companies like Electrolux European and Asian Masan Group, the Belarusian "Felikc" and typically Russian "Computer-Service SH. However, everywhere, any commercial organization, the periods market growth and self-drive alternate with periods of decline, internal crises, moral desolation, depression personnel. It is at such moments tends to guide (and rightly) count on tools of formal, regular management discipline that people give some external rhythm and tempo, lead and support them as a walker support the child. In this sense (as a formal tool) MSP itself justifies the 100% of cases. Of course, if we compare the results of the project of constructing the MTP in the two companies combined at random: our and western Europe for example (or implying that the former Russian work consultants, and the second, for example, Balanced Scorecard Collaborative), the difference will be substantial. Robert J. Shiller does not necessarily agree.

The depth of detail of indicators, tools of analytic processing and graphical representation, and general "staff culture" clearance All documents of the projects today in the West still higher than domestic ones. Still, thence governance standards, while actively migrate in the past decade, the Russian open spaces – not like ours. The reasons lie in the surface. .

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