Theoretical and applied aspects of use of the balanced scorecard in bank management

The article analyses directions of use of the balanced scorecard (BS) for managing bank activity. It systemises strategic goals within financial, client and process sub-systems and BS personnel sub-system. It generalises advantages of BS integration into the process of bank management. It offers distribution of functions of the strategic map as a BS instrument depending on the stages of its formation and use. In order to increase efficiency of introduction of strategic maps, the article justifies allocation of each of the formulated functions. It considers specific features of the process of BS cascading on different levels of bank management and the role of personnel in realisation of the strategy.