STRATEGIC PERFORMANCE MANAGEMENT: A HOLISTIC APPROACH

Abstract

The objective of this article is to present the specificities and characteristics of the Balanced Scorecard (BSC) and Hoshin Kanri, emphasizing their strengths and synergies, and subsequently propose a new hybrid framework that incorporates characteristics and elements from both models. This framework may serve as a practical and theoretical reference for practitioners and scholars of strategic performance management systems. The article contextualizes the origins of the Balanced Scorecard and Hoshin Kanri, highlighting the importance of these two strategic performance management frameworks and how they have become standards and references in both academic and professional environments. Seminal articles that reference both the BSC and Hoshin Kanri are discussed—one originating in Japan within Toyota, and the other developed through the partnership of two Harvard professors in the United States, following the implementation of the framework in a series of companies from different sectors.The paper presents a Hybrid Strategic Performance Management Framework developed by the authors, including a step-by-step implementation process, as well as the tools that support its implementation, control, and monitoring. The proposed hybrid framework successfully captures the best elements of both the BSC and Hoshin Kanri, combining the holistic and multidimensional vision of the BSC with the mathematical discipline and practical tools of Hoshin Kanri. Furthermore, the proposed framework is intuitive, provides a clear step-by-step structure, and can serve as a reference for both practitioners and academics in the field.