Answer = d: If you drill down to lower levels of your scorecard model, such as the Learning & Growth perspective, then you would expect to see more leading type indicators, such as a leadership development program for key managers. The top part of the scorecard model, such as Financial, would have lag indicators such as Return on Sales.
Triple K Construction is developing a balanced scorecard. One of the goals for Triple K Construction is: We will meet or exceed the expectation of our customers by providing commercial construction projects that are on time and on budget. Which of the following strategic areas fits with this goal?
Commitment to Community
Answer = b: Delivery that meets or exceeds customer expectations would be related to customer satisfaction levels.
Triple K Construction has the following strategic objective: We will meet the completion dates on all new construction projects beginning in the year 2003. Which of the following measurements provides the best fit with this strategic objective?
Percentage of projects completed on time
Answer = a: The measurement and the objective should fit tightly together. You should be able to understand the objective by simply reading the measurement. If you are measuring percentage of completions that were on time, the you would expect a performance objective related to this measurement.
JGT Enterprises has compared its existing programs against its strategic objectives. If a program impacts a strategic objective, then the intersecting box is filled in on the following template:
Assess Strategic Impact of Programs against strategic objectives
