Look beyond Q1 with the Balanced Scorecard

A dashboard is all very well. But a forward-looking dashboard is what makes all the difference between an organisation that is subject to the figures, and a company that acts with a strategic vision.

All too often, the management team's decision-making is based on past data, when the challenge lies elsewhere: creating a decision-making tool, creating a balanced scorecard that can be read in real time and is focused on future objectives. A strategic management system that links indicators, actions and meaning.

In short: a BSC is not just a monitoring tool. It's a lever. And a course.

See all software Sales Management

Thinking beyond the quarter: why adopt a Balanced Scorecard?

Even the best traditional dashboards end up showing their limitations. What's missing? A clear perspective on what we really want to achieve.

The limitations of traditional financial indicators

Financial indicators are essential. But they come too late. Once the figures are in, it's already too late to act.

This type of table measures what has been done, not what needs to be done. It gives a partial view (often focused on financial performance) with no real link to overall strategy.

The result? Efforts concentrated on short-term results, to the detriment of sustainable growth.

And in the heat of the moment, we forget that :

• what we measure influences what we do ;
• what we don't measure remains in the shadows;
• what we don't link to a strategic objective often ends up being useless.

Clearly, without a vision, an indicator becomes an empty figure.

The Balanced Scorecard: a 360° vision for your organisation

The Balanced Scorecard is a radical game-changer. It doesn't just count gains and losses: it structures a complete strategic vision of the organisation.

How does it do this? By combining four key areas, each linked to a major objective (and all interconnected). It is this balanced approach that enables companies to think upstream, align efforts, and drive by value, not just by numbers.

👉 The TBP then becomes :

• a tool for dialogue (between teams and management) ;
• a measurement system tailored to priorities
• a driver for implementing strategy.

And unlike a static table, it lives. It evolves and adapts to the context. It links decisions to meaning. It gives coherence to action. In short, it transforms management into a strategic act.

Example of a balanced scorecard:

The genesis of TBP: Kaplan and Norton

1992, Harvard Business School. Two researchers, Robert Kaplan and David Norton, laid the foundations for a model that would transform strategic management: the Balanced Scorecard.

Their observation is simple: traditional management control tools are no longer sufficient. They left out essential dimensions (such as customer satisfaction, organisational learning or the quality of internal processes).

The Balanced Scorecard is born of this ambition to create a coherent system, aligned with values, capable of measuring both financial results and future success factors. So it's not just a gadget for analysis: it's a model designed for managers, a concrete response to the challenges of strategic planning.

👉 Today, this approach can still be found in :

• strategic management tools ;
• software such as BSC Designer,
• the practices of large organisations, both for-profit and not-for-profit.

What looked like an innovation 30 years ago has become a standard. And with good reason: a good Balanced Scorecard is a strategic map that is simple, easy to read and extremely effective.

The 4 axes of the Balanced Scorecard: a strategic compass

A Balanced Scorecard is much more than a collection of indicators: it's an overall reading grid. And above all, it's a way of linking together what seems to be separate!

Because to achieve its objectives, a company needs to align all its perspectives: what it wants to gain, for whom it does it, how it works, and with whom it moves forward.

#1 The financial axis: driving profitability without losing direction

The financial perspective remains crucial. It is more than just a balance sheet. It is the foundation on which the organisation survives and projects itself.

But the accounting result does not tell the whole story. What counts is measuring flows, margins, investments and their rate of return. And above all, their meaning.

💡 The TBP allows us to cross-reference the financial indicators with the other dimensions: what we earn, why we earn it, and what we do with it. In fact, it's not a question of aiming for profitability at all costs, but of building useful capital (aligned with the company's development).

#2 Customer focus: strengthening relationships and loyalty

The customer perspective, often relegated to post-purchase analysis, is becoming central.

What do we know about their needs? What do they remember about our service? And above all, what do they expect tomorrow?

The indicators here are more than just a satisfaction rate. We add perceived quality, repeat purchases and word-of-mouth.

💡 Beyond the relationship, TBP forces us to ask strategic questions:

• Is our product aligned with their uses?
• Is our message clear?
• Is our promise credible?

Knowing your customers better means serving them better. And that means better planning.

#3 Internal processes: streamlining to improve performance

What we rarely see in a traditional table, the TBP highlights: internal processes. All those links that make things run smoothly... or block everything.

Optimising this area often means :

• reducing unnecessary tasks ;
• improving the flow of information
• identifying friction points;
• clarifying responsibilities.

By linking them to strategic objectives, these resources become visible and measurable. It is this cause-and-effect link (between organisation and performance) that gives this perspective its strength.

#4 Learning and growth: investing in people

Nothing changes without people.

Learning and growth are not a bonus. It's a strategic lever.

Training an employee, encouraging an initiative, supporting a personal development project... these are investments. And when we measure them, we discover their true power (increased commitment, new ideas, a close-knit team and continuous innovation).

👉 Here, the TBP questions the company's ability to learn, evolve and retain talent. A good dashboard gives a place to these dynamics. It no longer relegates them to the margins. It makes them visible. Strategic. And essential.

Creating an effective Balanced Scorecard: the 5-step method

Implementing a Balanced Scorecard requires a genuine method that is structured, scalable (and, above all, linked to the realities of operational management).

Here are the 5 key steps for moving from reflection to action... without losing sight of either your objectives or your strategic indicators.

1. Define the overall strategic framework

It all starts with a plan:

• put the objectives on the table ;
• evaluate the strategy already underway ;
• and identifying the challenges.

The aim is to define a precise framework, linked to the business area, stakeholders and external factors. The aim is to create a clear foundation on which to build the next stage.

2. Identify the right KPIs

There can be no dashboard without key indicators.

We're not talking here about measuring everything... but about selecting the useful metrics (for each strategic area).

Some important criteria for the indicators to be monitored:

• they must be measurable, reliable and interpretable
• reflect a level or progress;
• they must be easy to read for the user;
• be aligned with a defined strategy.

💡Here are a few examples of effective KPIs:

• the number of new customers ;
• average processing time ;
• sales conversion rate, etc.

3. Build a clear, visual map

Each objective must be integrated into a simple, visual strategy map (connected to the other elements of the system).

This diagram enables cause and effect relationships to be mapped out, scenarios to be designed... and potential areas of impact to be analysed.

The whole system is seen as an evolving management tool rather than a static report.

4. Putting together a living, adapted table

Setting up the table depends on its form, but above all on its operating logic.

It must be :

• easy to modify ;
• legible at every level
• focused on activity monitoring
• usable both within the team and by management.

Ready-made models can be used, but the most important thing is to manage a tool that can evolve over time, to support management.

5. Involve and adjust on an ongoing basis

A good Balanced Scorecard is a living document.

It is shared, adjusted and commented on... communication, understanding and experience on the ground are essential.

☝️ Every employee plays a part in making the system their own. The dashboard becomes a collective lever and a factor in improved organisational efficiency.

The 3 strategic benefits of a Balanced Scorecard

Looking beyond results tables means offering your organisation a lever for value creation.

But in practical terms, what are the benefits?

#1 Improved coordination between business lines

The Balanced Scorecard links sales, marketing, management and support functions in a common understanding of priorities.

It's no longer a case of everyone having their own page, and everyone fighting their own battle. We follow defined indicators, share a common point of view and act on a clear basis.

Even aspects considered secondary find their place. It's no longer a control tool, but a guide to determining what counts.

#2 Better readability for better management

The data becomes visual, understandable and usable: you can see at a glance the main deviations, trends, areas of friction...

You can modify the axes, prioritise activities and adjust resources according to the business. A well thought-out example of a table avoids endless meetings and makes the strategy tangible and usable on a day-to-day basis.

#3 A lever for motivation and sustainable development

This type of tool enhances the role of each manager, strengthens the bond with the teams and opens up avenues for improvement in unexpected areas.

It supports learning and development, and gives meaning to tasks. It's a success factor, including in not-for-profit organisations, where impact is often more important than numbers.

It's not a luxury reserved for large organisations. It's an asset, accessible even with limited resources.

See all software Sales Management

What can we learn from the Balanced Scorecard?

The power of a balanced scorecard lies in its ability to link past, present and future, while remaining anchored in action. To help those involved to see far ahead (without getting lost in conjecture), starting from a clear base. Guide decisions without freezing movements. To help practices evolve, without losing sight of the overall issues or the defined objectives.

Thinking beyond Q1 means refusing to navigate by sight... and choosing to develop, rather than suffer.