Tham khảo tài liệu 'pearson education of management accounting_11', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | MEASURING SHAREHOLDER VALUE 339 The above story makes the point that if one concentrates only on a few areas of performance other important areas may be ignored. Too narrow a focus can adversely affect behaviour and distort performance. This may in turn mean that the business fails to meet its strategic objectives. Perhaps we should bear in mind another apocryphal story concerning a factory in Russia which under the former communist regime produced nails. The factory had its output measured according only to the weight of nails manufactured. For one financial period it achieved its output target by producing one very large nail Scorecard problems Not all attempts to embed the balanced scorecard approach within a business are successful. Why do things go wrong It has been suggested that often too many measures are employed thereby making the scorecard too complex and unwieldy. It has also been suggested that managers are confronted with trade-off decisions between the four different dimensions and struggle because they lack a clear compass. Imagine a manager who has a limited budget and therefore has to decide whether to invest in staff training or product innovation. If both add value to the business which choice will be optimal for the business Whilst such problems exist David Norton believes that there are two main reasons why the balanced scorecard fails to take root within a business as Real World explains. When misuse leads to failure FT There are two main reasons why companies go wrong with the widely used balanced scorecard according to David Norton the consultant who created the concept with Robert Kaplan a Harvard Business School Professor. The number one cause of failure is that you don t have leadership at the executive levels of the organisation says Mr Norton. They don t embrace it and use it for managing their strategy. The second is that some companies treat it purely as a measurement tool a problem he admits stems partly from its name. The .
