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Abstract(s)
Este documento é o resultado do Trabalho Final de Mestrado desenvolvido após o estágio na empresa INOVA+. Este trabalho tem como objetivo desenvolver uma proposta de implementação de um Balanced Scorecard em empresas atuantes no setor da consultoria para a inovação, caso da INOVA+, enquanto ferramenta que serve o propósito de apoiar a implementação e a monitorização da estratégia organizacional.
Para atingir o objetivo deste trabalho, num primeiro momento, foi necessário perceber e definir a missão, visão e valores, que resultam da estratégia da INOVA+, seguindo-se a realização de três análises, análise PESTEL, análise das 5 forças de Porter e análise SWOT. Foi, ainda, necessário perceber os objetivos de curto e médio prazo da empresa. O segundo passo, apresentado neste relatório, foi a criação de um mapa estratégico, seguindo-se a conversão dos objetivos estratégicos da INOVA+ em medidas a ser calculadas, metas a serem atingidas e iniciativas que permitam atingir essas mesmas metas.
O trabalho resultou na proposta de um Balanced Scorecard, sendo este composto por várias medidas ou indicadores, metas e iniciativas. No entanto, a principal conclusão apresentada neste relatório é de que ainda é cedo para a implementação deste tipo de ferramenta de gestão em empresas como a INOVA+. Os principais motivos identificados são a falta de recursos humanos e sistemas informáticos adequados, e a falta de formalidade da gestão que caracteriza a maioria das PME em Portugal.
This document is the result of the Master’s Final Assignment developed after the internship at INOVA+. This work aims to develop a proposal for the implementation of a Balanced Scorecard in companies operating in the innovation consulting sector, as is the case of INOVA+, as a tool that serves the purpose of supporting the implementation and monitoring of the organizational strategy. In order to reach the objective of this work, it was necessary to understand and define the mission, vision and values that result from the INOVA+ strategy, followed by three analyses, PESTEL analysis, Porter's 5 forces analysis and SWOT analysis. It was also necessary to understand the short and medium term objectives of the company. The second step, presented in this report, was the creation of a strategic map, followed by the conversion of INOVA+ strategic objectives into measures to be calculated, goals to be achieved and initiatives to achieve those same goals. The work resulted in the proposal of a Balanced Scorecard, which consists of several measures/indicators, goals and initiatives. However, the main conclusion presented in this report is that it is too early to implement this type of management tool at such cases as INOVA+. The main reasons identified are the lack of human resources and adequate information systems, and the lack of management formality that characterizes most SMEs in Portugal.
This document is the result of the Master’s Final Assignment developed after the internship at INOVA+. This work aims to develop a proposal for the implementation of a Balanced Scorecard in companies operating in the innovation consulting sector, as is the case of INOVA+, as a tool that serves the purpose of supporting the implementation and monitoring of the organizational strategy. In order to reach the objective of this work, it was necessary to understand and define the mission, vision and values that result from the INOVA+ strategy, followed by three analyses, PESTEL analysis, Porter's 5 forces analysis and SWOT analysis. It was also necessary to understand the short and medium term objectives of the company. The second step, presented in this report, was the creation of a strategic map, followed by the conversion of INOVA+ strategic objectives into measures to be calculated, goals to be achieved and initiatives to achieve those same goals. The work resulted in the proposal of a Balanced Scorecard, which consists of several measures/indicators, goals and initiatives. However, the main conclusion presented in this report is that it is too early to implement this type of management tool at such cases as INOVA+. The main reasons identified are the lack of human resources and adequate information systems, and the lack of management formality that characterizes most SMEs in Portugal.
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Keywords
Balanced Scorecard Gestão estratégica Perspetivas Mapa estratégico Consultoria Strategic management Perspectives Strategy map Consulting