Any organization requires tools that boost from its MISSION (what is today) to its business VISION (who wants to be) always consistent with their values.
These tools derived from management, are relatively recent. The first strategic tools beginning in the mid-fifties, applied mainly to the industrial sector, and evolve quickly to the last great tool designed by Norton and Kaplan 1, the Balanced Scorecard published in 1992 (hereinafter CMI, but also it is well known for its acronym in English: BSC, corresponding to the acronym for Balanced Scorecard).
These management tools still enjoy a more moderate implantation in the business world in General2 despite having proved their usefulness for the progress of any organization.
Other tools that drive the progress of organizations is through a strategic approach are those derived from quality models (ISO 9001: 2015 or EFQM). The tools derived from quality models have enjoyed more widely, a fact undoubtedly determined by the legal framework and the connotation that quality has on the service or product in any company.
Every company needs to sell a product with certain quality and service. Failure to do so is objectively measurable by customers and failure at this point can have dire business consequences. That is why the adoption of quality models (designed to assess it done right what [short-term] is done) has enjoyed a much more widespread adoption that strategic models (aimed to improve the positioning of the unit [Long term]).
These tools, based on systems of quality management, are characterized more by a qualitative or dichotomous assessment of the achievement of certain objectives, which for quantitative monitoring and are rarely integrated into the daily operational management of the organization, or use it is aimed at achieving long-term objectives of a strategic nature to increase the added value of it.
That is why, due to poor implementation of tools that radiate a strategic approach at all organizational levels, both in terms of proactivity (strategic planning or strategic programming) and making reactive decisions (strategy emerging) it is born the motivation to meet the challenge of creating a useful tool for this purpose.
This tool is intended to:
- To generate knowledge: collecting data methodical and organized way that allows analysis to provide useful information.
- Helping planned making strategic decisions, i.e., developing programs that include strategic actions that have indicators that allow us to assess compliance with them.
- Help making emerging strategic decisions, i.e., reactive to a particular internal circumstances or the environment, which we must respond in a way not provided if lose sight of the strategic and multifactorial approach, which usually itself is present in a scheduling scheme.
- Informing stakeholders of the organization the course of it, to seek the involvement of all the intangible capital.
In short, the idea is to create a tool to channel the energy of the organization avoiding dispersion and increasing long-term value .
It has been demonstrated that current trends no longer look only process reengineering to seek operational efficiency3 but pursue rather the creation of differential value to what is essential alignment and boost the intangible capital of the company.
1. Robert S Kaplan, David P Norton. The scorecard . 3rd edition. Barcelona. 2009
2. Bisbe Josep. Barrubés Joan. The Balanced Scorecard as a tool for evaluation and monitoring of the strategy in healthcare organizations. Spanish Journal of Cardiology. ESADE Business School, Ramon Llull University, Barcelona, Spain. Antares Consulting, Barcelona, Spain. Volume 65. No. 10. October 2012.
3. Carrión Maroto Juan. Strategy from Vision to Action . Madrid. ESIC Editorial, 2007.