Balanced score-card to create a strategy focused organization at DUBAL, UAE

Abstract

The Balanced Scorecard (BSC) concept was introduced at DUBAL in the year 2005 and continued to be used as a key tool for strategy management, execution and reporting. The core areas that were covered in DUBAL’s Balanced Scorecard measures include Financial Performance, Customer Focus, Internal Process, Learning and Growth - which collectively embrace the company's business (economic and social performance) and sustainability (environmental and social governance performance) priorities. Though the BSC frame work in DUBAL’s Power operations department was implemented successfully, it was not of much use in certain areas like energy-saving, power conservation etc. Moreover there was no total involvement of operational staff and there was little or no communication across the board. The present study attempts to identify the existence of any differences in the users’ perceived notion on Balanced Scorecard, identify the factors causing this lag-behind and suggest measures for improvisation, which would correct the imbalances in the implementation and enhance the business performance.