Proceedings

Learning and growth perspective (to reach the objectives, what is the required
growth?)
This perspective is oriented towards the enterprise’s growth curve, for instance, the
number of employee suggestions or the required time to train employees.
In the balanced scorecard, we find many financial measures, but there are also
measures pertaining to customers, quality, internal efficiency, and its ability to grow
and improve and grow over time. The balanced scorecard is designed to comply with
an enterprise’s key manager requirements (strategic business unit); as it provides
specific measures for the enterprise’s four perspectives, it can be considered to be a
privileged global strategic planning and performance management system. Through
its information content, this performance control system is action-oriented and
prediction-oriented, as the result of a data selection process, so the information
provided to the management are not too comprehensive.
Classic measures: employee degrees and qualification, figures which show employee
satisfaction, employee productivity, the timeliness of information systems, the number
of control procedures proposed, the percentage of employee suggestions which were
implemented.
Among the pluses this system offers are: providing the company’s leadership with a
clear view of the business, aligning the key performance initiatives with strategies, at
all levels; transmission and comprehension of the objectives and strategies, and
partners’ expectations.
Among the minuses of this system are as follows: the start point for modeling is
strategy, not the partner’s expectations; the number of the partners is limited to four
(neglecting the enviroment, suppliers, competitors; and including employees to
internal growth); it does not specify a link with the means to stimulate the employees.
In each perspective, a company must define the following:
• Strategic objectives – what is the strategy for that perspective;
• Performance Measures – how will progress be measured in that business;
• Targets - the target for each measure;
• Strategic Initiatives - what must be done to achieve the targets.
2. WHY SHOULD THERE BE A BALANCED SCORECARD
FOR THE IT SECTOR?
We focused on the Balanced Scorecard in order to provide an in-depth understanding
of the process in which the ideas found in management accounting entered the world
of specific organization practices and technologies.
Increasing public interest in the consequences of economic processes on the
environment or corporate social problems generated by these processes, are putting
pressure on companies’ management and require a certain type of transparent
reporting, which should respond to the satisfaction of all stakeholders, conclude Li, N.
and Toppinem, A. in the study presented in the paper „Corporate responsibility and
sustainable competitive advantage in forest-based indusy: Complementary or conflict
goals?”
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