Purpose: The aim of the paper is to apply Balanced Scorecard in the automotive company to ensure the alignment of objectives with the organization strategy and to balance the indicators into four perspectives. Design/methodology: In this paper balanced scorecard was used as one of the performance measurement systems to develop suitable organization indicators, which are able to reflect achievement of strategic objectives. Findings: The strategy map was created to represent the set of designed objectives and their causally linkages. Subsequently indicators were proposed for each perspective, which would most likely to support organization strategy. It is necessary to highlight that BSC can be use effective only when appropriate actions are taken with the frame of improvement based on PDCA cycle. Practical implications: This paper highlights the necessity of setting the minimum number of indicators, which are able to reflect the real achievement of strategic objectives.
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