Painel de controle estratégico: o caso da empresa Diponto

Abstract

This study present an research that seeks to understand the development of a control panel on strategic of the company Diponto, acting as an effective instrument in the process of planning, implementation, monitoring and adjustment of the strategy and its deployment in tactical and operational parts. The successful formulation of the strategy does not guarantee the success of your implementation. The implementation of the strategy involves the application management process to achieve the desired goals, the trade-offs and activities that will be used to tailor the structure of the organization, resources allocation and the development of processes and key performance indicators. The mapping of the organization processes through the Value Chain, proposed by Porter (1989), the indicators resulting from the implementation of those processes and their constant measurement showed by an information center, turn possible a continuous cycle of development and operating strategies. The Balanced Scorecard perspectives created by Kaplan and Norton (1997) integrate the mechanisms of strategic, tactical and operational management allowing the manager an integrated view of the strategy, monitoring indicators, processes and performances of people and areas, allowing a proactive vision of strategy.