Linked to these strategic objectives
are the key performance indicators (KPI). The balanced scorecard (BSC) created
by Kaplan and Norton (1996) is an efficient management tool to communicate the
Rabaey, Tromp, Vandenborre, Vand jck, and T mmerman
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strategy in the organisation and to collect the feedback of that strategy by exploiting
the KPI (Rabaey, 2005).
The strategy itself is realised by business processes. These processes may belong
to one or more organisations.
Processes
Rabaey, Hoffman, and Vandenborre (2004) define a business process as a logical
set of activities that consumes resources to attain its objectives. In the organisation
of the business processes, we have the second alignment of goals and means. The
resource managers and the business unit managers will discuss the operational use
of resources (organisation) in an interdisciplinary forum; interdisciplinary because
of the multitude of functional domains (Rabaey, 2004a).
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