Modeling a balanced scorecard of an enterprise:The scenario approach

Abstract

      Implementation of a balanced scorecard in an enterprise requires a significant investment of time and resources. Modeling parameters substantially improves their design process and allows us to specify a situation and to track changes adjusting the strategy in parallel. It is possible to identify and, if necessary, to correct causal relationships of a complex of strategic goals, as well as to pre-define actions, resources, timelines and responsibility necessary to implement the defined goals. In this case, the analysis of scenarios obtained when modeling allows us to choose an optimal trajectory for developing the enterprise over a certain period.
      Using of the method of cognitive modeling opens the possibility to create a simple and intuitive algorithm to achieve this goal. This is a safe way to form an image of its future, to see the possibilities and consider the risks before beginning active operations.
      This method of modeling facilitates combination of elements of the enterprise’s internal and external economic environment into a single system, as well as analysis of the system as a whole and of its separate components without losing the relationships between them and taking into account both quantitative and qualitative characteristics of the processes.