targeted segments as well as for the relationship
the bank should build with customers in
each segment. The scorecard also highlighted
gaps in employees’ skills and in information
systems that the bank would have to close in
order to deliver the selected value propositions
to the targeted customers. Thus, creating a balanced
scorecard forced the bank’s senior managers
to arrive at a consensus and then to
translate their vision into terms that had
meaning to the people who would realize the
vision.