To improve performance, managers require a balance of relevant information that reflects both financial and operational measures. The Balanced Scorecard includes both financial measures, which reflect past action, and operational measures that address customer satisfaction, internal processes, innovation activities, and improvement efforts, which contribute to driving future financial performance. The Balanced Scorecard concept acknowledges that corporate strategy and operations strategy are linked, and requires managers to consider what this means for their organization. In an applied sense, the Balanced Scorecard can be used as a strategic communication and implementation tool. In this course, students will have an opportunity to practice modeling operational strategies within the BSC, using strategy maps. Quantifying an operations strategy with concrete key performance indicators (KPIs) and measures will also be a skill that students will discuss and practice.