Balanced Score Card (BSC), an important topic for public tenders.

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OK then. After the invitation is done, let’s get to work. Today, we are going to talk about the Balanced Scorecard or BSC.

Let’s take a look at Banco do Brasil’s mission: “To be a market bank, competitive and profitable, acting in a public spirit in each of its actions with society.”

Do you agree that it is a bit subjective? What does it mean to be a competitive and profitable bank? What does it mean to act in the spirit of the crowd in your actions?

The idea of ​​BSC is specifically to remove this self-personality from the mission and vision of organizations. For example, BSC turns the competitive nature of the mission at BB into a clear strategic goal: to be among the top three banks in the number of payroll deductible loans.

Next, an indicator is selected to monitor the development of this goal, for example, the number of salary loans.

An indicator is a variable used to measure the progress of a goal. Let’s imagine you have a goal of getting in shape. To follow the development of this goal, you will use some indicators: weight, body fat rate, BMI – BMI, etc.

To increase the level of detail, the goal is broken down into specific goals using an indicator: Increase the number of payroll loans by 12% by 2020.

To achieve this goal and this goal, I will need to create initiatives (action plans), such as: increasing the distribution channels of my product (signing agreements with companies and/or public administration), training employees to increase sales conversion rate, etc. .

Note that the BSC removes subjectivity and, by breaking down the vision, turns the implementation of the strategy into an activity that everyone has to carry out.

For the implementation of BSC to be successful, there are some aspects that become necessary depending on the company’s strategy. It could be signing a contract with a major supplier, gaining access to a new distribution channel, or even comprehensive employee training. All of these fundamental aspects of strategy implementation are called critical success factors.

One innovative aspect of BSC is that it has moved indicators beyond the financial district. Before BSC, other performance measurement tools already existed, but these tools were focused exclusively on financial aspects: profitability, profitability, return on investment, etc. Aspects such as employee training, customer satisfaction, and accuracy of internal processes, among others, are ignored by these performance measures.

Now that we have a good general idea of ​​the role of a BSC, let’s see a concept that can be loaded into your test:

Let’s look at each perspective:

Financial Perspective

From this perspective, measures of financial performance that indicate whether a company’s strategy, implementation, and implementation contribute to better financial results are analyzed. Financial objectives generally relate to operating income, return on capital employed, or economic value added.

Customer perspective

The balanced scorecard allows you to identify the customer segments, the markets in which the business unit will compete, and the performance measures in those target segments. Key measures from this perspective include: customer satisfaction, customer retention, new customer acquisition, customer profitability, and target segment share.

internal process perspective

From this perspective, the critical internal processes in which a company must achieve excellence are identified. In this category are the operations that are able to attract and retain customers, and satisfy the expectations of shareholders with excellent financial returns.

In this perspective lies the point of difference between the traditional methods and the approach proposed by BSC. Traditional approaches monitor and attempt to improve existing processes, whether in financial, quality or time aspects. On the other hand, the BSC approach usually results in the identification of completely new processes, because BSC highlights the goals of internal processes, which may be neglected.

A learning and growth perspective

BSC’s fourth perspective, Learning and Growth, defines the infrastructure that a company must build to generate long-term growth and improvement. It is unlikely that companies will be able to achieve their long-term goals for customers and internal processes using existing technologies and capabilities, especially given the increasingly competitive markets. Learning and growth come from three main sources:

1. People (Human Capital): Represents the availability of talent and knowledge needed to sustain strategic actions.

2. Systems (information capital): represents the availability of relevant and accurate information available to employees to carry out their activities, and related to systems, information infrastructure and networks.

3. Organizational Actions (Organizational Capital): It represents the ability of the organization’s actions to motivate and mobilize employees. In addition, it seeks to align personal (individual) goals with the organization’s strategy.

An important point is usually charged: Balanced scorecard can be used in public institutions. Since these institutions are not for profit, it is necessary to make some adjustments to the perspectives and indicators.

The BSC was organized with the assumption of a cause-and-effect relationship between the respective perspectives and objectives. Let us understand this better: Norton and Kaplan (1997) pointed out that instead of being forced to make complex choices, we can use various measures to link activities to corporate strategy through a series of cause and effect relationships. In this sense, it is possible to show at BSC how investments in employee retraining, information technology and better innovative products and services drastically improve future financial performance.

In simple terms: By improving the base (Learning, Innovation and Growth Perspective), we will be able to improve our internal processes and, therefore, we will be able to add more value to our clients, which will ultimately lead to a sustainable financial result. Can you see that perspective affects

at the end? Cause and effect relationships are illustrated by a diagram called a strategic map.

Here is an example of a strategy map:

Do we have to solve some issues?

FGV – AL-RO – Legislative – Management Analyst – 2018

A company in the e-commerce sector is preparing the strategic map for the implementation of the balanced scorecard.

Match the strategic objectives listed below with the corresponding perspectives.

1. Increased net income.

2. Increase employee satisfaction.

3. Minimize product returns.

4. Increase market share.

() Financial Perspective.

( ) Customer perspective.

() Perspective of internal operations.

() A learning and growth perspective.

Tick ​​the option presenting the correct sequence, in the order presented.

a) 1 – 2 – 3 – 4.

b) 1-4-3-2

c) 3 – 2 – 1 – 4.

d) 2 – 1 – 4 – 3.

e) 4 – 2 – 3 – 1.


The balanced scorecard is a strategic management tool used to implement and monitor strategy, and is responsible for translating the future vision, mission and organizational strategy into indicators and goals from four perspectives: learning and growth, internal operations, customers and finance.

Let’s organize the data according to the strategic goals of each perspective:

(1. Increasing Net Income) Financial Perspective.

Everything that contributes to the bottom line is part of that financial perspective.

(4. Increase market share) Customer perspective.

Increasing your market share means increasing your share i.e. attracting more customers. Corresponds to customer perspective.

(3. Reduce product returns) Internal process perspective.

Reducing returns is related to the quality and characteristics of the products, and hence the internal process perspective.

(2. Increased level of employee satisfaction) Learning and growth perspective.

Improving employee training as well as motivation belongs to a learning and growth perspective.

So the sequence is 1-4-3-2.

Scale: b.

FGV – AL-RO – Legislative Assistant – Logistics Technician – 2018

Select the option that presents the concept of the balanced scorecard.

a) It is an information system that collects performance indicators that serve as the basis for a strategic map built from financial indicators.

b) It is a management tool that is translated into a strategic map, in which quality indicators and financial measures of past performance are presented.

c) It is the set of indicators that represent potential problems or risks, through quantitative measures that seek to set priorities to address them.

d) It is the tool that allows mapping and standardization of the organization’s operations with the aim of improving quality and reducing costs.

e) It is the system that translates the company’s mission and strategy into a set of performance measures that serve as the basis for the strategic measurement and management system.


We should look for the alternative that best describes the balanced scorecard concept. To this end, we must remember the concept put forward by the tool’s creators: “A complete tool that translates the company’s vision and strategy into a coherent set of performance measures.”

Let’s analyze each alternative:

Alternative A. Error. The alternative limits the BSC to financial indices. In fact, BSC was innovative precisely because it combines financial and non-financial indicators.

Alternative B is wrong. BSC is not limited to quality indicators or financial indicators. It is a comprehensive, i.e. comprehensive tool that combines indicators from different points of view: financial, customer, internal processes, growth and learning.

Variant C. Error. BSC is not an indicator of problems. To prioritize problems, we can use tools such as the GUT Matrix or Pareto Diagram.

Variant D. Error. BSC is not a practical planning tool. Operations are planned and integrated into a flowchart. Bizagi software is widely used to perform the mapping process.

Alt E. Right. The alternative virtually reproduces the literalness of the BSC concept introduced by Norton and Kaplan.

Feedback: e

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