Perspective refers to a category of performance objectives or measures. The default four perspectives of a balanced scorecard are financial data, customer perspective, learning and growth and internal business processes. These four areas, which are also called legs, make up an organizations vision and strategy. A perspective name should be chosen based on the culture of the organization, although the underlying focus typically does not. For example, one organization might use "People and Tools" instead of "Organizational Capacity" (or "Learning and Growth") Core-Strategy gives total control to its users to add addtional perspective if an organization wishes to measure against them.
Performance criteria are the expression of what is to be measured and why (i.e., how success is defined). They are the standards against which performance is evaluated and helps assessors maintain objectivity and inform stakeholders about the expectations, giving them a target or goal for which to strive. Performance Criteria can be applied at any level of the organization from manufacturing and delivering good to financial management. Performance Criteria are both quantative and qualitative types of expectations.
Strategic themes describe the strategy of an organization in a concise way. They are broad in scope and typically describes what leadership, management and stakeholders believe must be done to succeed and achieve the desired outcomes. Strategic Themes usually cut across organizations business and functional units providing boundary-less approach necessary for successful strategy execution.
Key Performance Indicators
Key performance indicators (KPIs) are the vital navigation instruments used by managers to understand whether their business is on a succesful voyage or whether it is veering off the prosperous path. The right set of indicators will shine light on performance and highlight areas that need attention.
An Organization Driver represents an external or internal condition that motivates an organization to define its goals and implement the changes necessary to achieve them.
Typically, Organizations have internal and external drivers that influence its strategies.
Goals are an observable and measurable end result having one or more objectives to be achieved. Goals are typically broad in scope. A SMART goal is used to help guide goal setting. SMART is an acronym that stands for Specific, Measurable, Achievable, Realistic, and timely. Within the Core-Strategy suite, goals are aligned to the Driver, have time-lines, performance criteria, priority and desired outcome that is being sought.
A risk register is an information repository an organization creates to document the risks they face and the responses they're taking to address the risks. At a minimum, each risk documented in the risk register should contain a description of a particular risk, the likelyhood of it happening, its potential impact from a cost standpoint, how it ranks overall in priority relevant to all other risks, the response, and who owns the risk.