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Balanced Scorecard

L6StrategyOperating modelgovernanceStages 3 to 5

Reference model

The Balanced Scorecard strategy mapFour stacked bands for the four perspectives — financial, customer, internal process, and learning and growth — each with its question and example objectives, joined by upward arrows showing cause and effect from learning and growth at the base to the financial results at the top. A vision and strategy box on the left feeds each band. A note says every perspective has objectives, measures, targets and initiatives.STRATEGY MAP: LEARNING DRIVES PROCESS, PROCESS DRIVES CUSTOMERS, CUSTOMERS DRIVE RESULTSVisionandstrategyFinancialHow do we look to our owners?Grow revenueRaise marginFree up cashCustomerHow do customers see us?On-time deliveryQualityWin new programmesInternalprocessWhat must we excel at?Cut reworkFaster quotingCapacityLearningand growthCan we keep improving?SkillsUse of AICultureEach perspective has four things:objectives · measures · targets · initiatives — results (lagging) matched by drivers (leading)

Four perspectives joined by cause and effect: learning and growth improves the internal processes, which delight customers, which produce the financial results.

About this model

A single financial number hides how the results were produced. The Balanced Scorecard translates the strategy into objectives, measures, targets and initiatives across four perspectives — financial, customer, internal process, and learning and growth — so that results and the drivers of results are watched together.

Robert S. Kaplan and David P. Norton — “The Balanced Scorecard: Measures That Drive Performance”, Harvard Business Review · 1992 / 1996

How to read it

  • Start from the strategy, then for each perspective ask its question: how do we look to owners, how do customers see us, what must we be excellent at, can we keep improving?
  • Give each perspective one to three objectives, a measure for each, a target for the measure and the initiative that will move it.
  • Check the balance: results (lagging) matched by drivers (leading), short term by long term. Then draw the chain of cause and effect between the objectives.

What this does

Measures the plan across four perspectives — Financial, Customer, Internal Process, and Learning & Growth — so no single metric hides the whole picture.

When to use it

Growth through Maturity, once there's enough of a plan worth tracking.

What happens next

Objectives cascade directly into OGSM and team-level OKRs.

Golden thread

Builds on ←

  • financial
  • agenticai
  • startupkpis

Feeds into →

  • ogsm
  • okrs

Framework library: Governance and KPIs (layer L6), lifecycle stages 3 to 5.

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Hand-built by Eccellere and reviewed by Eccellere on 02/11/2026. Guidance, not advice: apply your own judgement.