O BALANCED SCORECARD DA PETROBRAS: INDICADORES DE DESEMPENHO DO DOWNSTREAM / PETROBRAS BALANCED SCORECARD: DOWNSTREAM PERFORMANCE INDICATORS

AUTOR(ES)
DATA DE PUBLICAÇÃO

2006

RESUMO

Nowadays, the high degree of competitiveness privileges the development of strategical thinking, and the companies are required to adequately face the market pressure. A good performance measuring system is fundamental for the strategy of the organization, for it helps the organization to maintain the desired direction. In this context, it is important to align each area strategical indicators with corporative objectives, since an area might affect corporation performance. To measure these indicators is not a trivial task, since the companies can adopt a great number of them, generally ineffective and not balanced for. The model of performance evaluation proposed by Kaplan and Norton, in 1990, called the Balanced Scorecard, provides a better balance between performance indicators. Petrobras, as one organization that implemented BSC, is intensely working in the refinement of this tool in its businesses units. The adoption of BSC by Petrobras aims at improving its indicators and creating a Strategical Map that highlightens its strategical objectives in an appropriate way. This dissertation analyzes Petrobras BSC, focusing the indicators at the Downstream area. As a result of this analysis, a new Strategical Map is suggested, with a reduced number of objectives and indicators, which makes possible to better communicate its strategies.

ASSUNTO(S)

planejamento estrategico indicadores de desempenho petrobras petrobras sistema de medicao de desempenho strategic planning performance measurement system performance indicators

ACESSO AO ARTIGO

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