CASE HISTORY 11
MANAGEMENT CONTROL: THE REALIZATION OF THE BALANCED SCORECARD IN A PMI
by Marco Bazzerla
The company in the automotive sector decided to start a management project that aimed to plan and control all the economic and financial. STM performed a company check-up in preparation for the construction of the system. Besides the typical management control tools (budget, directional reporting, analytical accounting) a system of balanced scorecard indicators was also proposed. The project then highlighted all the strategic indicators that refer to the four perspectives: economic-financial, customers, internal processes, learning, and innovation. With this increased transparency, the owners began to understand the consequences of some choices made in the past and decided to intervene in critical areas. These decisive process improvements also had a positive impact on the bottom line of the company's financial balance sheets.