Unveiling strategy in SMEs through balanced scorecard implementation: A circular methodology

Abstract

The analysis of the studies on performance measurement systems (PMSs) for small- and medium-sized enterprises (SMEs) shows an important contradiction: on the one hand, we often find evidence that such enterprises have a hard time rationalising their operational practices and strategic processes, and consider strategy as mainly emerging; on the other hand, scholarly literature offers methodologies for the implementation of a PMS that are based upon a top-down approach and that aim at translating strategy into action, with little consideration to the tendency of small enterprises not to give much importance to the formalisation of their strategic choices. To contribute to this research gap, the authors identify a circular methodology to implement a strategically aligned PMS in SMEs. The proposed methodology is based on the balanced scorecard model and features four main phases: (1) the analysis of current ‘individual dashboards’ to actually show the performances that are kept under control; (2) the clarification of the key success factors (critical success factors (CSFs)) underlying the measures under control; (3) the definition of the desired strategy map as a result of the comparison between CSFs that are currently under control and the desired strategy; (4) the translation of the desired strategy map into a dashboard of indicators necessary for the implementation of the strategy. The identified implementation process features key aspects, connecting the actual strategy with the intentional strategy and engaging SMEs in a process of observation and clarification of their future vision.