APPLICATION OF THE CROSS IMPACT MATRIX METHOD IN PROBLEMATIC PHASES OF THE BALANCED SCORECARD SYSTEM IN PRIVATE AND PUBLIC SECTOR

Company performance measurement using profit indicators seem to be overcome. Currently, the tendency to apply new synthetic metrics involving actual activities into future results of a company has occurred. One of more and more popular methods of performance measurement and management is the Balanced Scorecard (BSC) the use of which has increased significantly over the past 10 years. In response to the contradictive opinions on the BSC this paper presents findings during the period of 2008-2011 on implementation of the BSC in Slovak companies. Key problematic issues of the BSC system implementation were identified and possible solutions were suggested. The emphasis is on the MICMAC (Matrice d'Impacts Croises Multiplication. Appliquee a un Classement, angl. Cross-Impact Matrix) method to point out its broad use within the strategic management. The analysis is based on a non-functionality of the BSC if the system does not meet all requirements. Hence, the proper knowledge of the factors influencing the BSC is essential.