Management of Large Balanced Scorecard Implementations: The Case of a Major Insurance Company
Peter Verleun (Delft University of Technology, The Netherlands), Egon Berghout (Delft University of Technology, The Netherlands), Maarten Looijen (Delft University of Technology, The Netherlands) and Roel van Rijnback (Nationale-Nederlanden, The Netherlands)
Copyright: © 2001
In this chapter, established information resource management theory is applied to improve the development and maintenance of large balanced scorecard implementations. The balanced scorecard has proved to be an effective tool for measuring business performance. Maintaining a business-wide balanced scorecard measurement system over a longer period implies, however, many risks. An example of such a risk is the excessive growth of scorecards as well as scorecard metrics, resulting in massive data warehouses and difficulties with the interpretation of data. This is particularly the case in large organisations. This chapter proposes balanced scorecard management framework that is illustrated with the experience gathered from the company-wide balanced scorecard implementation in the insurance company Nationale-Nederlanden in the Netherlands.