EVALUATING AND ENHANCING PERFORMANCE OF CORPORATE STRATEGY THROUGH KPI-S AND BSC

Abstract

In the context of increasing global competition, digital transformation, and stakeholder expectations, the ability of companies to effectively implement and evaluate corporate strategy becomes a critical factor for sustainable success. This article is investigated the role of performance measurement tools, specifically Key Performance Indicators and the Balanced Scorecard in enhancing strategic alignment, operational efficiency, and long-term value creation. The study is appliyd general scientific methods such as analysis, synthesis, induction, deduction, modeling, and systems thinking, as well as case study analysis, to provide understanding of how these tools function in practice. The authors examine the theoretical foundations and practical applications of Key Performance Indicators and the Balanced Scorecard, emphasizing their complementary roles in translating strategic goals into measurable outcomes. Key Performance Indicators are shown to offer targeted insights into specific performance areas, while the Balanced Scorecard provides a framework that integrates financial and non-financial dimensions, including customer satisfaction, internal processes, learning and growth. The article is highlighted the importance of aligning these tools with corporate values, stakeholder interests, and external challenges such as ESG requirements and digital disruption. A case study of Nestlé illustrates how the Balanced Scorecard can be adapted to support diverse strategic priorities, including growth, sustainability, and operational excellence. The analysis reveals both the strengths and limitations of multi-vector strategies, such as the risk of strategic drift, coordination complexity, and the need for local responsiveness. The study highlights that combining Key Performance Indicators with the Balanced Scorecard is an important strategic tool for managing complexity and ensuring ongoing improvement.