Recommendations for the development and implementation of a balanced scorecard based on studying the experience of Russian organisations

   The article provides a comparative analysis of the current practice of Russian organisations in the development and implementation of a balanced score-card. The reasons for low efficiency of the companies are described separately. The expediency of using a strategic management mechanism in the activities of the companies is substantiated in detail, and also, based on the application of tabular data, the scale of scientific research in the field of key performance indicators is indicated. The recommendations formulated by the authors reflect cause-and-effect relationships between customer requests and the needs of suppliers of goods and services. Particular attention is paid to assessing the potential effect of introducing the balanced scorecard into the activities of the Russian companies. As the article is written, patterns are revealed in the processes of implementation of personnel policies by the objects of research, formation of strategic goals, and realisation of a mechanism for disseminating information about the declared strategy among all official levels of the company. The authors of this work state detailed conclusions for each section indicating the detected motives for actions and predicting potential results. The algorithm for formulating recommendations for the development and implementation of the balanced scorecard identified at the beginning of the article finds its step-by-step development within the framework of the ongoing research and is accompanied by reasoned comments based both on previously published sources of information and on provisions proposed by the authors.

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