Abstract
The article considers the main restrictions of the existing performance measurement systems of a company, suggests possible ways to eliminate the identified restrictions by including in these systems an indicator of economic value added as well as shifting the emphasis when evaluating the effectiveness of the company's activity from general functional blocks to its main business processes on the example of a Balanced Scorecard by D.P. Norton and R.S. Kaplan. The expediency of such an assessment for the successful operation of the company in modern conditions is very significant, because it can help the management not only achieve the desired results, but also see the potential for improving efficiency.
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