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Targets, progress and status

Balanced scorecard

Organises strategic objectives and measures into balanced business perspectives.

  • Table
  • Strategy alignment
  • Performance against target

What it answers

How does performance align with strategic perspectives?

Shape
Perspectives, objectives and KPI rows
What it shows
Coverage and performance across perspectives.

Example

The question

Is the strategy on track across all four perspectives?

Balanced scorecard, 2026 year to date

Balanced scorecard, 2026 year to dateRows grouped by perspective (financial, customer, process, learning), each with an objective, result and status symbol. Grow revenue: +11%, on track; Cut cost to serve: -3%, at risk; Raise NPS: 46, on track; Ship on time: 94%, at risk; Close books in 5 days: 7 days, off track; Train every manager: 72%, on track.PerspectiveObjectiveResultStatusFinancialGrow revenue+11%✓FinancialCut cost to serve-3%!CustomerRaise NPS46✓ProcessShip on time94%!ProcessClose books in 5 days7 days✕LearningTrain every manager72%✓
Balanced scorecard, 2026 year to dateRows grouped by perspective (financial, customer, process, learning), each with an objective, result and status symbol. Grow revenue: +11%, on track; Cut cost to serve: -3%, at risk; Raise NPS: 46, on track; Ship on time: 94%, at risk; Close books in 5 days: 7 days, off track; Train every manager: 72%, on track.PerspectiveObjectiveResultStatusFinancialGrow revenue+11%✓FinancialCut cost to serve-3%!CustomerRaise NPS46✓ProcessShip on time94%!ProcessClose books in 5 days7 days✕LearningTrain every manager72%✓
Rows grouped by perspective (financial, customer, process, learning), each with an objective, result and status symbol. Grow revenue: +11%, on track; Cut cost to serve: -3%, at risk; Raise NPS: 46, on track; Ship on time: 94%, at risk; Close books in 5 days: 7 days, off track; Train every manager: 72%, on track.

Illustrative data. It belongs to no company.

When to use it

Use it when

Connecting performance measures to strategy.

Avoid it when

When objectives have no defined measure or causal links are assumed.

How to read it

Read objectives within each perspective and their linked measures.

Note

Perspective labels and counts can be adapted.

The data you need

Layout
Wide metric summary
Fields
Perspective: text; Objective: text; Metric: text; Actual,Target: numbers; Unit: text
One row is
One KPI under an objective and strategic perspective. What is the grain?
Rules
Keep each measure attached to an objective and perspective. Define targets and favourable direction per metric.
Optional
Prior,Period,Owner and Status.
Preparation
Map objectives and measures to perspectives; calculate each measure separately before any explicitly weighted summary.
Units
State each metric's unit. Achievement or completion needs its goal/baseline denominator; status colours and ordinal ratings are not numeric units.
Example of the input layout: Wide metric summaryA wide table: one row per item, with a separate column for each measure or period.PerspectiveObjectiveMetricActualTarget…ABC
A wide table: one row per item, with a separate column for each measure or period.

Worked example

Customer satisfaction 82, target 85 misses 3 points; financial revenue 120, target 100 exceeds 20 units. Report separately instead of adding them.

PerspectiveObjectiveMetricActualTargetUnit
CustomerImprove serviceSatisfaction8285percent
FinancialGrow revenueRevenue120100SEK thousands
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