Indiana Institute of Technology Achieving Economies of Scale Questions

  • Explain how balanced scorecards and strategic objectives can be used to move strategy to action.

    Respond to 2 discussion board post A
    Module 2 Discussion D. Davis
    1. Explain how balanced scorecards and strategic objectives can be used to move
    strategy to action.
    The balanced scorecard is a system of strategy links and reporting mechanisms that
    supports effective strategy execution. In other words, it provides a framework and
    sophisticated mechanisms to move from strategy to execution.
    2. For example, primary care’s strategic objective is that evidence-based medicine
    will contribute to increased patient satisfaction; however, these strategies are
    vague and are not linked one to the other.
    I can relate to the example in chapter 4 that patient satisfaction can increase when part
    of your strategy tells the patient they need to lose weight. Over the last few years, I
    never left my doctor’s appointment without hearing that I was obese. Evidence-based
    medicine proves a healthier weight; however, how the message is delivered to convince
    the patient can be easily offended and cause the patient to feel defeated instead of
    A balanced scorecard will take this same strategic objective (Evidence-Based Medicine)
    and Expected Outcome (increased patient satisfaction) and break them down into four
    common perspectives from which an organization examines its operations, 1. Financial
    stakeholders, 2. Customers, 3. Internal process and Innovation (operations), and 4.
    Employee learning and growth.
    The financial focus is on revenue to accommodate growth and may emphasize
    The customer perspective is to view the organization’s operations from a customer’s
    point of view. In other words, this is where you hear the voice of the customer because
    their satisfaction contributes to retention and acquisition. For example, customer or
    patient wait times after they check in for their appointment. How are they greeted when
    they arrive? Do they feel welcomed?
    According to our text, the internal processes include innovation, ongoing process
    improvement, and post-sale service. Thinking about what will benefit the customer in
    the future, so not being reactionary—thinking innovatively about how the organization
    will deliver the benefits to the customer. The answers to these questions will provide the
    products that need to be created to bring these benefits and customer service to pass.
    The ongoing process improvement and operations are part of the strategy because it is
    continuous. You should always be looking for more ways to improve and make
    processes better for your customer.
    Post-sale service is the last part of the strategy because this result will tell if all of the
    previous steps were successful. During this part of the strategy, feedback will be
    received, whether negative or positive. During this phase, you do follow-up, like
    contacting the patients post chronic disease diagnoses or after a patient has received an
    incorrect bill. You are taking this opportunity to ask the patient where in the process,
    you can improve.
    McLaughlin, D. (2017). Healthcare Operations Management, Strategy and the Balanced
    Scorecard (Chapter 4)
    Module 2 Discussion A
    days ago
    R. Hood
    Balanced Scorecards and Strategic Objectives
    Balanced scorecards can be used to move strategy to action by having a
    complete list of the objectives, metrics, targets, and actions. This ultimately meets the
    company’s mission. An example of how balanced scorecards can be used to move
    strategy to action would be when Jefferson Hospital’s Balanced Scorecard has been
    used to make their hospital more effective. Per ClearPoint Strategy’s online article, The
    Balanced Scorecard in Healthcare, “Jefferson Health created strategic values
    around quality and safety, service, people, growth, and finance and operations. It sets
    goals and benchmarks results to national standards, measures progress toward goals,
    and tracks the most important metrics (those that impact its strategic values) to ensure
    Strategic objectives can be used to move strategy to action by having the directives
    closely met by the balanced scorecard, where all of the goals of the company’s
    initiatives are closely met, the more likely that the company’s overall strategic objectives
    will be met. An example of how strategic objectives can be used to move strategy to
    action in Healthcare would be an example I found on a hospital strategic plan . Per
    ClearPoint’s online article, Hospital Strategic Planning: What Should You Include In
    Your 5-Year Plan?, ”A hospital strategic plan takes into account how the organization
    wants to grow in specific categories. The strategic plan lists objectives and goals for
    each area the company would like to grow, and lists initiatives the organization will take
    to meet their goals.”
    Jackson, T. (2022, April 29). The Balanced Scorecard in healthcare. ClearPoint
    Strategy. Retrieved September 15, 2022, from
    Miyake, D. (2021, June 4). Hospital strategic planning: What should you include in your
    5-Year plan? ClearPoint Strategy. Retrieved September 15, 2022,

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