Balanced scorecard metoda u funkciji povezivanja strategije i operativnih aktivnosti preduzeća
Balanced scorecard method: linking company strategy and operating activities

Summary/Abstract: Authors of this work have attempted to implement the BSC method in one particular example – “Sarajevo osiguranje” d.d., Tuzla branch. They have used the method to recommend several key components of strategy implementation in this branch of the largest insurance company in Bosnia and Herzegovina. With adequate alterations of prepared templates, the method can be used in other environments, such as production or services. In today's dynamic business environment, profitability of business entities is predominantly determined by their strategic orientation. Although having a well-defined strategy is crucial, it is not enough. The latest empirical research shows that there is a lack of integration between processes and management tools, which should be used by a company to transfer its strategic orientation to its operating activities. Furthermore, such research indicates that there is a lack of adequate metrics that would estimate functionality of company's operating activities. As a result of this deficiency, a large percentage of companies do not accomplish their strategic goals. On of the most effective management tools that can link strategy and operating activities is Balanced Scorecard (BSC) method. BSC is a metric system; it not only measures performance but also measures management of corporate behavior in all its functions that support attainment of strategic goals. Four perspectives of BSC are finances, customers, internal business processes, and learning and growth. Together, they enable measurement of tangible and intangible factors of strategy implementation. Clearly defined goals within different BSC elements allow managers as well as employees to understand what they are required to do in order to accomplish strategic goals.

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