Scorecard for X Unit Needs : case company XXX
Virtanen, Laura (2020)
Virtanen, Laura
2020
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021110919575
https://urn.fi/URN:NBN:fi:amk-2021110919575
Tiivistelmä
This study focuses on finding what kind of a scorecard would be beneficial for a recycling company. The purpose of this study is to answer the question “What kind of a scorecard does the X –unit need to serve and support their vision, values and strategy?” The basis of the research is on the idea that strategy needs to be supported by business tools to reach the preconditions for success. The case company is XXX, and the study was carried out in cooperation with the X –unit.
The scorecard theory is based on Kaplan and Norton’s Balanced Scorecard. Over time it has received improvements and other adaptions. The updated, newer theory is mainly based on Niven’s work. Furthermore, the information concerning key performance indicators are gathered from Parmenter’s theories. Additionally, several other relevant theories and authors are used in the research. The theoretical section begins by an introduction to scorecards. Afterwards the focus shifts to the process of creating the tool and moves on to selecting the right kind of measures and mapping the strategies.
The empirical part of this study combined both qualitative and quantitative approaches. Gathering data was done by conducting interviews within the X –unit’s managers and employees. In addition, email inquiries were utilized. The findings were collected and compared to each other.
The results of the study show that a certain selection of KPIs is needed to make the scorecard useful. These KPIs should indicate and reflect the unit’s strategy. The KPIs chosen are simple, belong to more than one scorecard category and are necessary indicators in measuring the success.
The scorecard theory is based on Kaplan and Norton’s Balanced Scorecard. Over time it has received improvements and other adaptions. The updated, newer theory is mainly based on Niven’s work. Furthermore, the information concerning key performance indicators are gathered from Parmenter’s theories. Additionally, several other relevant theories and authors are used in the research. The theoretical section begins by an introduction to scorecards. Afterwards the focus shifts to the process of creating the tool and moves on to selecting the right kind of measures and mapping the strategies.
The empirical part of this study combined both qualitative and quantitative approaches. Gathering data was done by conducting interviews within the X –unit’s managers and employees. In addition, email inquiries were utilized. The findings were collected and compared to each other.
The results of the study show that a certain selection of KPIs is needed to make the scorecard useful. These KPIs should indicate and reflect the unit’s strategy. The KPIs chosen are simple, belong to more than one scorecard category and are necessary indicators in measuring the success.