The Balanced Scorecard Framework Financial Perspective Productivity Long-Term Shareholder Value Revenue Growth Customer Perspektive Price Quality Time Function Partnership Brand Product/Service Attributes Relationship Image Internal Process Perspective Manage Operations Manage Customers Manage Innovation Manage Regulatory and Social Processes Learning and Growth Perspective ++ Human Capital Information Capital Organization Capital Cause-and-Effect Relationships Defines the chain of logic by which intangible assets will be transformed to tangible value. Customer Value Proposition Clarifies the conditions that will create value for the customer Value-Creating Processes Defines the processes that will transform intangible assets into customer and financial outcomes Clustering of Assets and Activities Defines the intangible assets that must be aligned and integrated to create the value Sumber : Robert S.Kaplan & David P.Norton STRATEGY MAPS. Boston: HBS Press. Page 31

The Balanced Scorecard is a Step in a Continuum That Describes What Value Is and How It is Created (Robert S.Kaplan & David P.Norton STRATEGY MAPS. Boston: HBS Press. Page 33) Mission Why We Exist Values What’s Important to Us Vision What We Want to Be Strategy Our Game Plan Strategy Map Translate the Strategy Balanced Scorecard Measure and Focus Target and Initiatives What We Need to Do Personal Objectives What I Need to Do Satisfied Shareholders Delighted Customers Efficient and Effective Processes Motivated & Prepared Workforce Strategic Outcomes

Intangible assets = 1/ Value creation is indirect: knowledge and technology 2/ Value is contextual : training employes >> leadership and innovation strategy 3/ Value is potential trained in stat qual control and root cause analysis 4/ Assets are bundled: quality training