The future scorecard: combining external and internal scenarios to create strategic foresight
The future scorecard: combining external and internal scenarios to create strategic foresight
Fink A., Marr B., Siebe A., Kuhle J-P.Management Decision (UK), 2005, Vol. 43 No. 3, Start page: 360, No. of pages: 22
Purpose – To provide a new and systematic approach towards strategic foresight by combining traditional external scenarios (market-based approach)with internal scenarios (resource-based approach) into a future scorecard, which can be used to describe alternative internal development paths for an organization. Design/methodology/approach – Builds on the existing literature as well as on multiple case examples to illustrate the application of the future scorecard. Findings – Suggests that it is possible to combine the external (market-based) and internal (resource-based) view to create a strategic early warning system. Practical implications – Outlines the importance of integrating a future perspective into performance measurement systems and demonstrates the applicability of scenario thinking for the internal resource-based view of the firm. Originality/value – Combines thinking of the market-based and the resource-based view of the firm in order to provide a new tool to supplement most static measurement approaches with a tool that monitors the future developments – externally and internally. Scenarios are traditionally used to describe possible alternative future developments in the external environment, which then inform current strategy assessment and future strategy development. However, with a shift in focus away from the market-based paradigm and towards a resource-based view of strategy, scenarios can also be used to describe alternative internal development paths for an organization. Concludes that these two types of scenarios can then be systematically developed and combined to form a significant element of a strategic early warning system – the future scorecard.Style:Conceptual paperISSN: 0025-1747Reference: 34AU179DOI:10.1108/00251740510589751
Keywords: Balanced scorecard, Intangible assets, Intellectual capital,Performance measurement (quality)
