Widely adopted by companies and institutions around the world, the Balanced Scorecard (BSC) is a strategic planning tool that offers a 360º view of the organization.
In the health sector, which is particularly sensitive to external actions, such as the constant emergence of new technologies, changes in legislation, the continuous search for quality service and fierce competition, the methodology helps the institution to remain healthy and solid in the market.
In this article, we will better understand what a Balanced Scorecard is and how it can improve the results of health plan operators. Check out!
What is Balanced Scorecard?
The Balanced Scorecard (BSC) is a strategic planning tool. It was presented in 1992, by North American scholars David Norton and Robert Kaplan, in an article entitled “Balanced Scorecard: Measurements that drive performance“, published in the Harvard Business Review magazine.
The method was opposed to the traditional methodology in force until then, a legacy of the Industrial Revolution, which analyzed the institution's performance exclusively through financial indicators.
Thus, the BSC adopts a broader view of the institution, analyzing the company's performance, designing strategic planning and improving results from the perspective of 4 different perspectives.
For each of these perspectives, the health plan operator must establish:
- what are the objectives;
- which indicators should be used;
- what goals the operator wants to achieve;
- which strategic projects should be applied.
See what the perspectives are below.
What are the prospects for BSC?
Financial perspective
The institution's financial results are, in fact, important. In health plan operators, they represent a determining factor in the ability to offer more and better services.
To define the financial perspective, the institution must answer the following question: “How do shareholders see us?”.
Thus, depending on the operator's needs, it can analyze ways of:
- reduce the cost or apply a strategic cost management;
- increase profitability;
- make the institution more valuable to shareholders.
However, the financial perspective should not be viewed as an isolated perspective. Rather, the health plan manager must view it as the result of a set of other factors.
Customers' perspective
Customers are a key point for the good performance of health plan operators. It is good to keep in mind that the customers' perspective directly impacts the institution's financial perspective, especially in the health area, in which the “indication” and the medical marketing are some of the main means of dissemination.
The question that permeates this perspective is the following: “How do our customers see us?”.
Therefore, the health plan operator must outline actions that seek to provide a better experience for patients and their families. This perspective seeks to analyze and establish objectives for certain factors, for example:
- customer satisfaction;
- how likely they are to recommend the operator’s services to third parties;
- how much they are willing to pay for additional services;
- customer retention;
- ways to win new customers.
Perspective of internal processes
After establishing measures to improve previous perspectives, the health plan operator must pay attention to how to achieve these objectives, translating its efforts into actions and methodologies that improve internal processes.
In this case, the question is simple. The operator must ask himself: “what should we improve on?“.
Learning and growth perspective
To guarantee the quality of services and remain firm in a competitive market, the health plan operator must also analyze its performance from the point of view of learning and growth.
Here, it is worth analyzing, for example:
- the need to adhere to new internal processes;
- the way to optimize existing processes;
- adherence to new technologies;
- market trends.
The institution must ask itself: “Can we continue to improve and create value?“.
Thus, we saw what a Balanced Scorecard is and how the management methodology can positively impact the results of health plan operators, optimizing internal processes and also translating the institution's strategic vision.
If you need help to implement this and other management processes that can protect your operator, leaving it prepared to face any audit, get to know the SAUDI, a system that acts on all axes of your BSC! Want to know how? Access: www.saudi.com.br
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