Nowadays - due to the turbulence of the business environment, influenced in most cases by great competitive pressure, as well as by a boom in technology - is when it begins to have broad significance.

The concept of dashboard derives from the concept called "tableau de bord" in France, which literally translated would mean something like dashboard or instrument panel.

Beginning in the 1980s, the Scorecard became, in addition to a practical concept, an academic idea, since until then the business environment did not suffer major variations, its trend was stable, and the decisions made lacked a high level of risk.

By then, the basic principles on which the Scorecard was based were already structured, that is, goals were set for the entity, each of these were carried out by defining key variables, and control was carried out through indicators.

Basically, and in summary, we can highlight three fundamental characteristics of dashboards:

In short, the important thing is to establish a system of signals in the form of a Dashboard that indicates the variation of the truly important magnitudes that we must monitor to subject management to control.

Contenido

A la hora de elaborar los cuadros de mando, muchos son los criterios que se pueden entremezclar, siendo los que a continuación se describen, algunos de los más importantes, para clasificar tales herramientas de apoyo a la toma de decisiones:.

Otras clasificaciones:.

En la actualidad, no todos los cuadros de mando integral están basados en los principios de Kaplan y Norton, aunque sí influenciados en alguna medida por ellos. Por este motivo, se suele emplear con cierta frecuencia el término dashboard, que refleja algunas características teóricas del cuadro de mando. De forma genérica, un dashboard engloba a varias herramientas que muestran información relevante para la empresa a través de una serie de indicadores de rendimiento, también denominados KPIs (key performance indicators). Cabe señalar que un "dashboard" puede no ser equilibrado, término que evoca al "Balanced" Scorecard, es decir un equilibrio entre indicadores que visualicen en forma transversal la organización o empresa y que quizás para un "dashboard" solo puede buscar y dirigir su mirada a un conjunto focalizado y parcial de indicadores.

El modelo de CMI desarrollado por Kaplan y Norton (Balanced Scorecard) se compone por un cuadro de mandos “balanceado”. En este, aparte de los indicadores financieros, destacan tres aspectos estratégicos más: los clientes, los procesos internos y los recursos.[2]​.

Operational dashboard

Control Panels (CM) are business control tools aimed at monitoring the objectives of the company or the different business areas through indicators. Depending on the nature of the indicators, we would be talking about Strategic Scorecard (SSC) if they are strategic indicators or Operational Scorecard (CMO) if the indicators are operational, that is, routine indicators linked to specific areas or departments of the company (the areas are usually processes).[3]​.

The periodicity of the CMO can be daily, weekly or monthly, and is also focused on indicators that generally represent processes, so its implementation is cheaper and simpler and is usually a good starting point for those companies that are trying to evaluate the implementation of a balanced scorecard.[4]​.

The online CMO is essential in critical moments.

There will be six proposed stages:

In a first stage, the company must know what situation it is in, assess said situation and recognize the information that it will be able to count on at each moment or scenario, both that of the environment and that which it usually handles.

This stage is closely linked to the second, in which the company will have to clearly define the functions that comprise it so that the needs can be studied according to the levels of responsibility in each case and be able to conclude which are the information priorities that must be covered, a task that will be carried out in the third of the stages.

On the other hand, in a fourth stage, the critical variables necessary to control each functional area must be signaled. These variables are certainly different in each case, either due to the cultural and human values ​​that permeate the philosophy of the company in question, or due to the type of area being analyzed. The important thing in any case is to determine which are the most important in each case so that correct control and an adequate decision-making process can be carried out.

Subsequently, and in the penultimate of our stages, a logical correspondence must be found between the type of critical variable determined in each case, and the ratio, value, measure, etc., which informs us of its status when it is deemed necessary. In this way we can attribute correct control in chaos**. Based on the cause-effect relationships, a Strategic Map is prepared (although the literal translation of Strategy Map is Strategy Map) that allows you to quickly see the evolution of the indicators and take actions to modify them.**.

Lastly, the dashboard must be configured in each functional area, and at each level of responsibility so that it always contains the minimum, necessary and sufficient information to be able to draw conclusions and make correct decisions.

Los responsables de cada uno de los cuadros de mando de los diferentes departamentos han de tener en cuenta una serie de aspectos comunes en cuanto a su elaboración. Entre dichos aspectos cabría destacar los siguientes:.

De alguna manera, lo que se incorpore en esta herramienta, será aquello con lo que se podrá medir la gestión realizada y, por este motivo, es muy importante establecer en cada caso qué es lo que hay que controlar y cómo hacerlo. En general, el Cuadro de Mando debe tener cuatro partes bien diferenciadas:.

Preparation of the Dashboard

One should not lose sight of the elementary objectives that are intended to be achieved through the Dashboard, since, without objectives to be achieved, the creation of certain reports can hardly be understood. Among these objectives we can consider that:

The main elements that can make the Scorecard show notable differences with respect to other accounting and management tools are:

In relation to the type of information used, the Dashboard, apart from gathering information with similar characteristics as that used in the different disciplines of an accounting nature, that is, financial, must contain information of a non-financial nature. Since its presentation as a useful management tool, the Dashboard stood out for its total flexibility in collecting such information.

Another aspect to highlight is the mutual relationship that must exist between the Dashboard and the profile of the person for whom it is intended. Precisely, the needs of each manager must set the tone that characterizes and makes this tool ideal in each case and situation, especially with respect to the level of greatest responsibility in the current hierarchy of the company, because a much greater effort at generality and synthesis is required.

Another feature of the Scorecard is problem solving through quick actions. When qualitative indicators are incorporated into the Scorecard, in a certain way, they are closer to the action than the indicators or financial results themselves. Likewise, these nominal indicators give us progress as to what results are yet to be achieved.

The last feature that would differentiate the Dashboard is the fact of using simple and not very voluminous information. The usual accounting disciplines and tools require a greater dedication of analysis and execution time and, at the time of decision-making, they always require other aspects that were not originally part of their framework of action.

The Scorecard is oriented towards the reduction and synthesis of concepts; it is a tool that, together with the support of new information and communication technologies, can and should offer simple, summarized and effective information for decision making.

CMI vs ISO. The Balanced Scorecard is compatible with other Quality management models, such as ISO9001, ISO TS 16949, etc. However, these quality standards focus more on internal process control and do not establish cause-effect relationships between the different perspectives from the financial perspective to the learning and development perspective. The CMI is perfectly compatible with these quality models and in highly developed sectors, it is common to combine different models: Lean, ISO and CMI.

Dashboard Content

In relation to the main variables to be taken into account in the General Management, Functional Directorates and Functional Subdirectorates, it is concluded that there is not a single formula for all companies, but rather that for each type of organization certain variables will have to be taken with which to carry out the measurement of management.

It is important to keep in mind that the content of any Dashboard is not just reduced to figures or numbers, it must be very specific content for each department or for each person in charge. Likewise, it must be kept in mind that the information managed in a specific Dashboard may be valid for another.

With respect to indicators, these are objective elements that describe specific situations, and that try to measure in some way the variables proposed in each case. When analyzing the necessary indicators, a basic distinction is established between financial and non-financial indicators.

The Dashboard is nourished by all these types of indicators, it takes into account the prospective and retrospective aspects, configuring a much more complete and effective global point of view. Its function is to combine a series of elements to provide an overall vision and offer solutions in each case.

Most techniques have as a common element that they show the relationships that exist between the categories of variables rather than between the variables themselves. The Dashboard should not delve so much into these techniques, but rather into obtaining the minimum necessary information, so that, together with the monetary variables, it can carry out the aforementioned globalized management.

Previously, when addressing the presentation of the Scorecard, an issue that is of great importance in relation to its content must be highlighted. This is the qualitative aspect of this tool, since until now it has not been given the importance it deserves and, above all, because there are numerous aspects such as the human factor, whose performance is determined by the environment that surrounds it in the organization itself, and these issues are rarely taken into account.

The company - from a purely global perspective - constitutes a set of more or less established links and shared resources with a common purpose. Likewise, it can be noted that the company itself represents a set of information subsystems, clearly defined and standardized.

Information and Fluency. The information that the company can obtain and use, depending on its nature, may be valid for one or other Dashboards. The information contained in the CMI can be divided into two large areas: external and internal.

It should be noted that more frequently the concern of companies to have organized, agile and fluid communication systems between all levels of responsibility is increasing due to the growing market demands in terms of updating and technology that allow them to position themselves and perpetuate a position in said market. Said communication occurs through the channels that are established and make it possible for staff, through clear knowledge of the issues that affect them, to feel more involved in their daily tasks.

Cause-effect relationship. Cause-effect relationships can be established between the various objectives of a Company. That is, finding a relationship between the variation of the metrics of one objective and those of another over time. This allows us to predict how some metrics will behave in the future based on the analysis of others at the current time; and make some decision that allows you to change the course of events.

Nowadays - due to the turbulence of the business environment, influenced in most cases by great competitive pressure, as well as by a boom in technology - is when it begins to have broad significance.

The concept of dashboard derives from the concept called "tableau de bord" in France, which literally translated would mean something like dashboard or instrument panel.

Beginning in the 1980s, the Scorecard became, in addition to a practical concept, an academic idea, since until then the business environment did not suffer major variations, its trend was stable, and the decisions made lacked a high level of risk.

By then, the basic principles on which the Scorecard was based were already structured, that is, goals were set for the entity, each of these were carried out by defining key variables, and control was carried out through indicators.

Basically, and in summary, we can highlight three fundamental characteristics of dashboards:

In short, the important thing is to establish a system of signals in the form of a Dashboard that indicates the variation of the truly important magnitudes that we must monitor to subject management to control.

Contenido

A la hora de elaborar los cuadros de mando, muchos son los criterios que se pueden entremezclar, siendo los que a continuación se describen, algunos de los más importantes, para clasificar tales herramientas de apoyo a la toma de decisiones:.

Otras clasificaciones:.

En la actualidad, no todos los cuadros de mando integral están basados en los principios de Kaplan y Norton, aunque sí influenciados en alguna medida por ellos. Por este motivo, se suele emplear con cierta frecuencia el término dashboard, que refleja algunas características teóricas del cuadro de mando. De forma genérica, un dashboard engloba a varias herramientas que muestran información relevante para la empresa a través de una serie de indicadores de rendimiento, también denominados KPIs (key performance indicators). Cabe señalar que un "dashboard" puede no ser equilibrado, término que evoca al "Balanced" Scorecard, es decir un equilibrio entre indicadores que visualicen en forma transversal la organización o empresa y que quizás para un "dashboard" solo puede buscar y dirigir su mirada a un conjunto focalizado y parcial de indicadores.

El modelo de CMI desarrollado por Kaplan y Norton (Balanced Scorecard) se compone por un cuadro de mandos “balanceado”. En este, aparte de los indicadores financieros, destacan tres aspectos estratégicos más: los clientes, los procesos internos y los recursos.[2]​.

Operational dashboard

Control Panels (CM) are business control tools aimed at monitoring the objectives of the company or the different business areas through indicators. Depending on the nature of the indicators, we would be talking about Strategic Scorecard (SSC) if they are strategic indicators or Operational Scorecard (CMO) if the indicators are operational, that is, routine indicators linked to specific areas or departments of the company (the areas are usually processes).[3]​.

The periodicity of the CMO can be daily, weekly or monthly, and is also focused on indicators that generally represent processes, so its implementation is cheaper and simpler and is usually a good starting point for those companies that are trying to evaluate the implementation of a balanced scorecard.[4]​.

The online CMO is essential in critical moments.

There will be six proposed stages:

In a first stage, the company must know what situation it is in, assess said situation and recognize the information that it will be able to count on at each moment or scenario, both that of the environment and that which it usually handles.

This stage is closely linked to the second, in which the company will have to clearly define the functions that comprise it so that the needs can be studied according to the levels of responsibility in each case and be able to conclude which are the information priorities that must be covered, a task that will be carried out in the third of the stages.

On the other hand, in a fourth stage, the critical variables necessary to control each functional area must be signaled. These variables are certainly different in each case, either due to the cultural and human values ​​that permeate the philosophy of the company in question, or due to the type of area being analyzed. The important thing in any case is to determine which are the most important in each case so that correct control and an adequate decision-making process can be carried out.

Subsequently, and in the penultimate of our stages, a logical correspondence must be found between the type of critical variable determined in each case, and the ratio, value, measure, etc., which informs us of its status when it is deemed necessary. In this way we can attribute correct control in chaos**. Based on the cause-effect relationships, a Strategic Map is prepared (although the literal translation of Strategy Map is Strategy Map) that allows you to quickly see the evolution of the indicators and take actions to modify them.**.

Lastly, the dashboard must be configured in each functional area, and at each level of responsibility so that it always contains the minimum, necessary and sufficient information to be able to draw conclusions and make correct decisions.

Los responsables de cada uno de los cuadros de mando de los diferentes departamentos han de tener en cuenta una serie de aspectos comunes en cuanto a su elaboración. Entre dichos aspectos cabría destacar los siguientes:.

De alguna manera, lo que se incorpore en esta herramienta, será aquello con lo que se podrá medir la gestión realizada y, por este motivo, es muy importante establecer en cada caso qué es lo que hay que controlar y cómo hacerlo. En general, el Cuadro de Mando debe tener cuatro partes bien diferenciadas:.

Preparation of the Dashboard

One should not lose sight of the elementary objectives that are intended to be achieved through the Dashboard, since, without objectives to be achieved, the creation of certain reports can hardly be understood. Among these objectives we can consider that:

The main elements that can make the Scorecard show notable differences with respect to other accounting and management tools are:

In relation to the type of information used, the Dashboard, apart from gathering information with similar characteristics as that used in the different disciplines of an accounting nature, that is, financial, must contain information of a non-financial nature. Since its presentation as a useful management tool, the Dashboard stood out for its total flexibility in collecting such information.

Another aspect to highlight is the mutual relationship that must exist between the Dashboard and the profile of the person for whom it is intended. Precisely, the needs of each manager must set the tone that characterizes and makes this tool ideal in each case and situation, especially with respect to the level of greatest responsibility in the current hierarchy of the company, because a much greater effort at generality and synthesis is required.

Another feature of the Scorecard is problem solving through quick actions. When qualitative indicators are incorporated into the Scorecard, in a certain way, they are closer to the action than the indicators or financial results themselves. Likewise, these nominal indicators give us progress as to what results are yet to be achieved.

The last feature that would differentiate the Dashboard is the fact of using simple and not very voluminous information. The usual accounting disciplines and tools require a greater dedication of analysis and execution time and, at the time of decision-making, they always require other aspects that were not originally part of their framework of action.

The Scorecard is oriented towards the reduction and synthesis of concepts; it is a tool that, together with the support of new information and communication technologies, can and should offer simple, summarized and effective information for decision making.

CMI vs ISO. The Balanced Scorecard is compatible with other Quality management models, such as ISO9001, ISO TS 16949, etc. However, these quality standards focus more on internal process control and do not establish cause-effect relationships between the different perspectives from the financial perspective to the learning and development perspective. The CMI is perfectly compatible with these quality models and in highly developed sectors, it is common to combine different models: Lean, ISO and CMI.

Dashboard Content

In relation to the main variables to be taken into account in the General Management, Functional Directorates and Functional Subdirectorates, it is concluded that there is not a single formula for all companies, but rather that for each type of organization certain variables will have to be taken with which to carry out the measurement of management.

It is important to keep in mind that the content of any Dashboard is not just reduced to figures or numbers, it must be very specific content for each department or for each person in charge. Likewise, it must be kept in mind that the information managed in a specific Dashboard may be valid for another.

With respect to indicators, these are objective elements that describe specific situations, and that try to measure in some way the variables proposed in each case. When analyzing the necessary indicators, a basic distinction is established between financial and non-financial indicators.

The Dashboard is nourished by all these types of indicators, it takes into account the prospective and retrospective aspects, configuring a much more complete and effective global point of view. Its function is to combine a series of elements to provide an overall vision and offer solutions in each case.

Most techniques have as a common element that they show the relationships that exist between the categories of variables rather than between the variables themselves. The Dashboard should not delve so much into these techniques, but rather into obtaining the minimum necessary information, so that, together with the monetary variables, it can carry out the aforementioned globalized management.

Previously, when addressing the presentation of the Scorecard, an issue that is of great importance in relation to its content must be highlighted. This is the qualitative aspect of this tool, since until now it has not been given the importance it deserves and, above all, because there are numerous aspects such as the human factor, whose performance is determined by the environment that surrounds it in the organization itself, and these issues are rarely taken into account.

The company - from a purely global perspective - constitutes a set of more or less established links and shared resources with a common purpose. Likewise, it can be noted that the company itself represents a set of information subsystems, clearly defined and standardized.

Information and Fluency. The information that the company can obtain and use, depending on its nature, may be valid for one or other Dashboards. The information contained in the CMI can be divided into two large areas: external and internal.

It should be noted that more frequently the concern of companies to have organized, agile and fluid communication systems between all levels of responsibility is increasing due to the growing market demands in terms of updating and technology that allow them to position themselves and perpetuate a position in said market. Said communication occurs through the channels that are established and make it possible for staff, through clear knowledge of the issues that affect them, to feel more involved in their daily tasks.

Cause-effect relationship. Cause-effect relationships can be established between the various objectives of a Company. That is, finding a relationship between the variation of the metrics of one objective and those of another over time. This allows us to predict how some metrics will behave in the future based on the analysis of others at the current time; and make some decision that allows you to change the course of events.