IFMA Network: IFMA.org ]  Credentials  |  Community  |  World Workplace  |  Facility Fusion  |  FMJ  |  Foundation     Learn: classes class-map Connect: Advance: FMP SFP CFM
IFMA: International Facility Management Association - Empowering Facility Professionals Worldwide


Event Calendar

World Workplace Asia
Conference & Expo

25-27 July 2012 — Singapore

Be part of this valuable platform for dialogue on FM issues and trends in Asia. Learn more»

View full IFMA Event Calendar »


Research & Reports

Profiles 2011 – Salary Information for the
FM Profession, Research Report #35

Cover - Profiles 2011 Research Report #35The most current and comprehensive salary data for the FM profession. Profiles 2011 Salary Report contains the demographics and responsibilities of more than 4,300 facility management professionals from around the globe. More details »


FM Knowledge Center

Introducing IFMA's new FM Knowledge Center.

This online portal will serve as your go-to source for education on all things FM. Take advantage of educational courses, white papers, On Demand recordings, webcasts and much more.

Visit the FM Knowledge Center





Balanced Scorecard

IFMA's Approach to Strategic Management

In the early 1990s, Robert Kaplan and David Norton developed a new approach to strategic management. Based on the premise that intangible, or knowledge-based, assets—employees, volunteers, information technology, image—are increasingly important to an organization's success, the balanced scorecard not only measures financial outcomes, but also balances the financial perspective with employee, business process and customer perspectives.

The balanced scorecard provides a method for aligning business activities to organizational strategy. An organization's vision and mission statement are translated into specific and calculable goals, and a set of performance measures is established to monitor the organization's success in achieving those goals.

  • The vision is translated into operational goals
  • The vision is linked to departmental (and even to individual) performance
  • A plan for business processes is outlined
  • The strategy is modified based on feedback
The balanced scorecard process involves viewing the organization from four perspectives, developing measurements to gauge performance and analyzing data relative to each perspective:
  • The stakeholder perspective – measures directly impacting customers and customer satisfaction
  • The internal perspective – measures reflecting performance of key business processes
  • The learning and growth perspective – measures reflecting an organization's learning curve
  • The financial perspective – measures reflecting financial performance
The four perspectives of the scorecard allow for a balance between:
  • Short- and long-term objectives
  • Outcomes desired and the performance-drivers of those outcomes
  • Objective and subjective measures
In a perfect planning cycle, the balanced scorecard is derived from the organization's strategic plan; the strategy map is derived from the balanced scorecard; and the operating budget stems from all three.

IFMA must focus all of its resources and efforts on achieving the mission for the benefit of all stakeholders. The balanced scorecard is a tool that allows IFMA to manage its intangible resources and assets in today's knowledge-based society.

See Also: Download a printable version of
IFMA's balanced scorecard »
FM Buyer's Guide


 
Aramark