Describes the problems of using Balanced Scorecard to implement triple bottom strategy for delivering excellent economic, environmental and social performance. Owners and senior management of Amanco, a manufacturer of plastic pipes and integrated water treatment systems, we want a strong financial returns, but also deeply committed to improving the environment and make a difference in people's lives. Robert Salas, CEO, wants a management system that communicates and motivates Amanco three high-level goals. First, it creates a simple performance measures, but he soon migrated to the development of the strategy map and BSC, which puts economic, environmental and social objectives at the highest level goals. He is faced with the problems of cascading corporate Balanced Scorecard to operational units throughout Latin America and how to develop better measures of social and environmental impacts. Salas also need to consider whether it can maintain a balanced strategy Amanco, at the time of entry into the Brazilian market, where it faces entrenched and more competitors. "Hide
by Robert S. Kaplan, Ricardo de-Reisen Pinho Source: Harvard Business School 24 pages. Publication Date: January 25, 2007. Prod. #: 107038-PDF-ENG
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