Best practices on institutional performance indicators system in RDI public organizations - The case of military organizations

Abstract

This paper reflects the partial results of a Master degree research, performed in IPEN and CTMSP in Brazil. The focus of this research is to establish the best practices for an Institutional Performance Indicators System in Public Research, Development and Innovation (R&D&I)I Organizations, particularly, the military ones. In public sector, especially military Institutes that are strongly committed to R&D&I, there have been changes in order to modernize the organization management. The focus, in our days, is on the Performance Indicator System, financial or not, strategic, tactic and operational, as a tool for the organizational control over the accomplishment of settled plans, the completion of the mission, everything according to a continuous improvement process. Among the many approaches underlying the development of a Performance Indicator System, since the 90s, the Balanced Scorecard – BSC stands out. It is based on the studies developed by Kaplan and Norton in1986. By using the BSC approach, it is possible to construct a Performance Indicator System that makes available the information, financial or non-financial data, in logical format. This paper presents the results of the international and national experiences review of Institutional Performance Indicator Systems, applicable to the public organizations of R&D&I, preferably military organizations, and identify the best practices of these Systems. At the end of this paper, it is conducted a comparison among the experiences analyzed, in operation or planned, and are established some suggestions for an Institutional Performance Indicator System for a Military R&D&I Organization.