Action Plan for Implementing Digital Technologies

In this chapter, we will demonstrate the application of the Balanced Scorecard (BSC) methodology for task development.

In this methodology, activities and goals are assigned to perspectives, i.e., the thematic areas to which they relate.

The BSC uses four perspectives to ensure a balanced approach: financial, customer, internal processes, and learning and growth. For profit-oriented organizations, the financial perspective usually includes revenues, costs, and return on investment, while in non-profit institutions, the focus is on funding sustainability and spending efficiency [1]. The customer perspective in profit-oriented companies focuses on client satisfaction and retention, while in non-profit organizations it focuses on the satisfaction of service users or students [9,10]. The BSC for non-profit organizations also includes a fifth perspective: vision.

The order of perspectives in the BSC:

• Profit-oriented organizations: learning and growth → business processes → customers → finance
• Non-profit organizations: finance → learning and growth → business processes → customers → vision

It is important to note the role of arrows in the listed sequences: if a goal is placed within the "business processes" perspective, it can theoretically influence only the goals that belong to the same or "higher" perspectives (e.g., customers), but not those from "lower" perspectives (e.g., learning and growth).

The following are the steps of the BSC process demonstrated through the example of a strategic goal of Faculty X (in the context of this analysis, X is considered a profit-oriented organization; a private higher education institution):

SG: "Increase the graduation rate from 60 % to 80 % within the next two years."