This perspective considers the degree to which the enterprise can evolve and improve the way it supports its goals. Organization capacity: This perspective was initially called “Learning and Growth” and is sometimes called “People” by enterprises that believe that humans are the most important part of an enterprise’s capacity to improve.Companies attempting to streamline internal processes track the percent of paperless processes and the number of self-service processes. Manufacturing companies often track setup time, cycle time, first pass yield, and the time to introduce a new product. Many companies focus on the time to take an order, on-board a new hire, or complete other internal processes. Internal process: This perspective helps the enterprise understand the efficiency and effectiveness of internal business processes and supporting technologies.Consumer products companies monitor percent of repeat customers and percent of sales from products introduced in the past five years. Manufacturing companies track on-time delivery, and percent of orders delivered as ordered (i.e. Cellular telephone companies track customer growth and churn.
Other metrics are more industry-specific. Metrics common to most industries include customer satisfaction and enterprise responsiveness. Specific metrics vary by industry but most focus on time, quality, and service levels. Customer: The customer perspective compares the enterprise’s service to the competition’s service.Typical measures used by for-profit companies include revenue growth, operating income, return on equity, and other measures of interest to owners. Financial:The financial health of any enterprise is critical to long-term survival.The balanced scorecard relies on four perspectives to monitor enterprise health.
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