Abstract
The origins of 「the Balanced Scorecard」can be traced back to 1990 when the Nolan Norton Institute, the research arm of KPMG, sponsored a one-year multicompany study,”Measuring Performance in the Organization of the Future ” . The study was motivated by a belief that existing performance-measurement approaches, primarily relying on financial accounting measures, were becoming obsolete. David P. Norton, CEO of Nolan Norton, served as the study leader and Robert S. Kaplan, professor of the Harvard Business School, as an academic consultant .The Balanced Scorecard allows managers to look at the business from four distinct perspectives--financial, customer, internal business process, and learning and growth. The name reflects the balance provided between short- and long-term objectives, between financial and nonfinancial measures, between lagging and leading indicators, and between external and internal performance perspectives.Now, the rapid evolution of the Balanced Scorecard into a strategic management system helps solve a universal management problem--not just how to formulate abstract strategy, but how to make it work.Taiwan Cooperative Bank is majority–owned by the Ministry of Finance, therefore, its staff、budget and accounting practices are regulated in accordance with governmental regulations. Since its inception, TCB has played the role of a central bank for the cooperative organizations. TCB has not only helped government execute financial policies but also deeply involved in industrial and commercial financing and other general banking business to meet the growing financial demands and needs of its ever-increasing new customers.The case study materials of this thesis is mainly from documents, archival records, interviews and direct observations.This thesis summarizes the findings of six representative articles and some reports which focus on the migration of the Balanced Scorecard to the banking and insurance industries. This thesis intends to build Strategy Map and Balanced Scorecard for Taiwan Cooperative Bank which can illustrate the chain of cause-and-effect logic that connects the desired outcomes from the strategy with the key drivers that will lead to the strategic outcomes. Meanwhile, the designed Balanced Scorecard Strategy Map constitutes strategy themes、goals、measures and emphasizes the vertical and horizontal linkages between each of the perspectives.The proposal of the submitted Balanced Scorecard Strategy Map for Taiwan Cooperative Bank recognizes that the subsequent implementation must cooperate with consensuses、action plans、budgets and feedbacks on the organization’s strategy.Hope Taiwan Cooperative Bank can use the Balanced Scorecard to create an entirely new performance management framework and align individual, organizational, and cross-departmental initiatives that put strategy at the center of key management processes and system.