Business Intelligence, Data visualization, KPI
The balanced scorecards and strategy maps are thought to suit the largest companies and enterprises. Numerous managers used to consider scorecards useful in case of large number of metrics which couldn't be controlled another way. Thereupon, scorecards are being used by the largest companies at most, while only sparse managers of small and medium companies use them.
It is easy to say that size is not a factor which decides whether the company can benefit from using scorecards. Among the largest and the smallest companies there are numerous which benefit from scorecards, and numerous which don't. In a word, thinking about implementing a scorecard, managers need to consider plenty of factors which - fortunately - the company's size isn't one of.
It's not to say that scorecards are prepared for enterprise purposes only, nonetheless their general idea in a way answers the needs of the largest
companies, though. When there are tens of departments to control and when the strategy consists of thousands of aspects - what's typical for enterprises - keeping the company on track becomes extremely difficult.
Thereupon, scorecards are being used so commonly - they point only what is the most important for monitoring the strategy proceeding.
While, thank to balanced scorecards, we could check immediately what's going on with company's strategy basing on data gathered from diverse departments, they seem useless in case of small and medium companies, when there are a few departments at maximum. Thereby, it is thought to be easier to use direct solutions instead of scorecards, in such cases.
What exactly scorecards influence on in case of small and medium companies?