Sustainable Microfinance - Balanced Scorecard's added value for ...
Sustainable Microfinance - Balanced Scorecard's added value for ...
Sustainable Microfinance - Balanced Scorecard's added value for ...
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successful as the weakest dimension and there<strong>for</strong>e clearly indicates the dimension<br />
the entrepreneur needs to focus on. Finally the model clearly illustrates how all<br />
dimension are linked, something the BSC is often criticized <strong>for</strong> by theory (Nørreklit,<br />
2000; Kunc, 2008).<br />
For each stakeholder a separate matrix will be developed where measurable targets<br />
and objective are set. The matrix will be similar to the BSC matrix of the MFC (2007)<br />
(see figure B-1 at appendix B). Developing SMART objectives with appropriate lead<br />
and lag indicators will be a crucial step and the proposition is that this is done during<br />
sessions with the business advisor of the MF-point. When a target is reached the<br />
square in the model grows to the next level. Accordingly each aspect of the model<br />
will be discussed and linked with findings from the literature review.<br />
6.2.2. Social<br />
Based on the work of Meadows and Pike (2009) this aspect was identified as an<br />
important element. This has been supported by empirical evidence. The suggestion<br />
was made that each business, regardless of size, should have a clear economic,<br />
social, or ecological objective. When a business makes a clear contribution towards<br />
the society it secures its ‘licence to operate’, something the business depends on<br />
from the society. Taking a holistic view, each separate stakeholder is part of the<br />
society, when the business satisfies the society all the separate stakeholders are<br />
implicitly satisfied as well. This makes it easier to focus the operational activities.<br />
6.2.3. Financial<br />
Since the time of Friedman, business models have had a strong focus on the<br />
financial aspect and on maximizing shareholders return. The traditional BSC (from<br />
Kaplan and Norton) is no exception. Empirical evidence indicates that times are<br />
chancing and different, more appropriate PMS are needed. However contested<br />
empirical evidence suggests releasing the financial aspect from its predominantly<br />
important role and moving it towards a facilitating, more serving role towards the<br />
other dimensions. Sufficient capital is of crucial importance, there<strong>for</strong>e satisfying<br />
investors and liquidity are of major importance, but the financial return should not be<br />
a mean of itself.<br />
Elmar Hoogendoorn 71<br />
<strong>Sustainable</strong> <strong>Microfinance</strong>