3. The scorecard perspectives appear to be correctly aligned with the mission statement which has goals for improvement in terms of patient care, physician
satisfaction, and overall staff satisfaction. The perspectives of process and quality improvement should support the satisfaction of patients, while the focus on the organizational health perspective should help support physician and staff satisfaction. However, it appears that the critical success factor measures are not as clearly targeted. For example, none of the critical success factors noted in the article directly address physician satisfaction. Physician satisfaction could be directly measured by survey or indirectly, by tenure, turnover, salary and benefits, and related measures.
4. The strategy map is likely to follow the sequence of perspectives provided in the article, namely (using the shortened list of 4 perspectives):
Organization Health, as the foundation of the strategy map, supports…
Process and Quality Improvement, which in turn supports…
Volume and Market Share Growth, which finally supports..
Financial Results
5. It is unlikely that a profit center approach alone would be able to capture the breadth of goals that BHHS has. In this case, because of the breadth of its mission and goals, BHHS has chosen the use of multiple measures, in the form of a balanced scorecard.
Source: “Journey to Destination 2005,” byAndraGumbus, Bridget Lyons, and Dorothy E. Bellhouse, Strategic Finance, August 2002, pp 46-50.