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        "resumen" => "<span class="elsevierStyleSectionTitle">Objetivos</span><p class="elsevierStyleSimplePara elsevierViewall">El Cuadro de Mando Integral &#40;CMI&#44; o <span class="elsevierStyleItalic">Balanced Scorecard&#41;</span> es un instrumento para la planificaci&#243;n estrat&#233;gica de las empresas&#46; Adoptamos su uso en una organizaci&#243;n de salud p&#250;blica para alinear la pr&#225;ctica cotidiana de la direcci&#243;n con los objetivos m&#225;s estrat&#233;gicos&#46;</p> <span class="elsevierStyleSectionTitle">M&#233;todos</span><p class="elsevierStyleSimplePara elsevierViewall">Nuestro equipo directivo requiri&#243; de discusiones con apoyo externo para clarificar los conceptos subyacentes en el CMI&#44; adaptarlos a una organizaci&#243;n sanitaria p&#250;blica distinta del medio empresarial para el que se dise&#241;&#243; inicialmente y adoptarlo como instrumento de direcci&#243;n&#46; Esto llev&#243; a la construcci&#243;n de un CMI por el Comit&#233; de Direcci&#243;n en el a&#241;o 2002&#44; a la posterior evaluaci&#243;n y a su reformulaci&#243;n peri&#243;dica&#46; Adem&#225;s&#44; se han formulado CMI de segundo nivel para diversas direcciones y servicios de la organizaci&#243;n&#46;</p><p class="elsevierStyleSimplePara elsevierViewall">La adopci&#243;n del CMI por el equipo directivo comport&#243; un esfuerzo previo de clarificaci&#243;n sobre qui&#233;nes son los accionistas y los clientes de una organizaci&#243;n p&#250;blica como la nuestra&#46; Tambi&#233;n llev&#243; a realizar un an&#225;lisis de la actividad realizada y de su producci&#243;n&#44; as&#237; como un modelo de procesos&#46; Aunque es dif&#237;cil atribuir determinados cambios a una causa concreta&#44; creemos que diversas mejoras de gesti&#243;n introducidas se pueden relacionar&#44; al menos parcialmente&#44; con su uso&#46;</p> <span class="elsevierStyleSectionTitle">Conclusi&#243;n</span><p class="elsevierStyleSimplePara elsevierViewall">El uso sistem&#225;tico del CMI ha permitido cohesionar mejor el equipo de direcci&#243;n y el conjunto de la organizaci&#243;n&#44; e impregnar la gesti&#243;n cotidiana con los objetivos m&#225;s estrat&#233;gicos&#46; La organizaci&#243;n ha integrado mejor los elementos relacionados con sus clientes&#44; ha iniciado acciones para mejorar los procesos internos transversales m&#225;s complejos&#44; y ha desarrollado de manera m&#225;s sistem&#225;tica y general los elementos orientados al crecimiento y desarrollo de sus cuadros y de todo el personal&#46; Al mismo tiempo&#44; los directivos han pasado a tener m&#225;s presentes las necesidades de las administraciones titulares de la agencia que conforman sus &#243;rganos de gobierno&#46;</p>"
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        "resumen" => "<span class="elsevierStyleSectionTitle">Objective</span><p class="elsevierStyleSimplePara elsevierViewall">The Balanced Scorecard is a tool for strategic plan-ning in business&#46; We present our experience after introducing this instrument in a public health agency to align daily management practice with strategic objectives&#46;</p> <span class="elsevierStyleSectionTitle">Methods</span><p class="elsevierStyleSimplePara elsevierViewall">Our management team required deep discussions with external support to clarify the concepts behind the Balanced Scorecard&#44; adapt them to a public organization in the health field distinct from the business sector in which the Balanced Scorecard was designed&#44; and adopt this instrument as a management tool&#46; This process led to definition of the Balanced Scorecard by our Management Committee in 2002&#44; the subsequent evaluation of the degree to which its objectives had been reached&#44; and its periodic redefinition&#46; In addition&#44; second-level Balanced Scorecards were defined for different divisions and services within the agency&#46;</p><p class="elsevierStyleSimplePara elsevierViewall">The adoption of the Balanced Scorecard by the management team required prior effort to clarify who are the stockholders and who are the clients of a public health organization&#46; The agency&#39;s activity and production were also analyzed and a key processes model was defined&#46; Although it is hard to attribu-te specific changes to a single cause&#44; we believe several im-provements in management can be ascribed&#44; at least in part&#44; to the use of the Balanced Scorecard&#46;</p> <span class="elsevierStyleSectionTitle">Conclusion</span><p class="elsevierStyleSimplePara elsevierViewall">The systematic use of the Balanced Scorecard produced greater cohesion in the management team and the entire organization and brought the strategic objectives clo-serto daily management operations&#46; The organization is more attentive to its clients&#44; has taken steps to improve its most com-plex cross-sectional processes&#44; and has developed further ac-tions for the development and growth of its officers and its entire personnel&#46; At the same time&#44; its management team is more in tune with the needs of the agency&#39;s administrative bodies that compose its governing board&#46;</p>"
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