Building Balanced Scorecard in a Complex Form of Enterprise with Various Effective Managerial Tools and Performance Strategies: The Case of Gas Corporation S.A., in Greece

Abstract

The present paper makes a significant effort to introduce and eventually build the appropriate Balanced Scorecard (BSC) for the specific Gas Company of Greece. As the latter is a complex organisation several management tools are considered important for the most accurate development of BSC as a strategic planning tool. An overview of the performance measures and specifically the gap between traditional and innovative performance measures is provided, so as the necessity for using progressive tools to be highlighted. Moreover, the gap between the obsolete Greek means of measuring performance and suggested ones by literature is underlined, so as to provide insight to Greek companies in improving their performance measurement system as well as keep it consistent with their strategic objectives. Finally, it was considered vital that two BSCs for both public and private sectors to be build in order to obtain the most appropriate total BSC for the specific complex organisation. It was also considered important to use particular management tools for the most accurate results and proper suggestions for improving strategic objectives of the company. As a result, the aim of this paper by developing BSC was to provide more comprehensive and efficient procedures through which managers can develop strategies and goals for progressive and competitive future businesses. As far as the specific company.