A strategy map underpins the balanced scorecard used at Control Vitamins $($CV$),$ and a key feature of this strategy map is a set of hypothesized causal links. Susan Hilton, CV$\text{'}$s CEO, wants to validate these causal links $($she is fully aware that an effective strategy map and balanced scorecard relies on a set of robust causal links between employees' decisions and actions and firm outcomes$).$ In short, Susan wants to know if the scorecard is 'grounded in the reality of the business' and whether the firm's financial and non$-$financial data support the strategy map's cause$-$and$-$effect relationships.

CV has access to quarterly performance data for the last three years and Susan asks the accounting and finance team for analysis on the hypothesized causal links that underpin the balanced scorecard. For preliminary analysis, the accounting and finance team provided the following time$-$series charts to evaluate one cause$-$and$-$effect relationship within CV$\text{'}$s balanced scorecard, that increased investment in research and development activities $($RA strategy map underpins the balanced scorecard used at Control Vitamins $($CV$),$ and a key feature of this strategy map is a set of hypothesized causal links. Susan Hilton, CV$\text{'}$s CEO, wants to validate these causal links $($she is fully aware that an effective strategy map and balanced scorecard relies on a set of robust causal links between employees' decisions and actions and firm outcomes$).$ In short, Susan wants to know if the scorecard is 'grounded in the reality of the business' and whether the firm's financial and non$-$financial data support the strategy map's cause$-$and$-$effect relationships.

CV has access to quarterly performance data for the last three years and Susan asks the accounting and finance team for analysis on the hypothesized causal links that underpin the balanced scorecard. For preliminary analysis, the accounting and finance team provided the following time$-$series charts to evaluate one cause$-$and$-$effect relationship within CV$\text{'}$s balanced scorecard, that increased investment in research and development activities $($RA strategy map underpins the balanced scorecard used at Control Vitamins $($CV$),$ and a key feature of this strategy map is a set of hypothesized causal links. Susan Hilton, CV$\text{'}$s CEO, wants to validate these causal links $($she is fully aware that an effective strategy map and balanced scorecard relies on a set of robust causal links between employees' decisions and actions and firm outcomes$).$ In short, Susan wants to know if the scorecard is 'grounded in the reality of the business' and whether the firm's financial and non$-$financial data support the strategy map's cause$-$and$-$effect relationships.

CV has access to quarterly performance data for the last three years and Susan asks the accounting and finance team for analysis on the hypothesized causal links that underpin the balanced scorecard. For preliminary analysis, the accounting and finance team provided the following time$-$series charts to evaluate one cause$-$and$-$effect relationship within CV$\text{'}$s balanced scorecard, that increased investment in research and development activities $($RA strategy map underpins the balanced scorecard used at Control Vitamins $($CV$),$ and a key feature of this strategy map is a set of hypothesized causal links. Susan Hilton, CV$\text{'}$s CEO, wants to validate these causal links $($she is fully aware that an effective strategy map and balanced scorecard relies on a set of robust causal links between employees' decisions and actions and firm outcomes$).$ In short, Susan wants to know if the scorecard is 'grounded in the reality of the business' and whether the firm's financial and non$-$financial data support the strategy map's cause$-$and$-$effect relationships.

CV has access to quarterly performance data for the last three years and Susan asks the accounting and finance team for analysis on the hypothesized causal links that underpin the balanced scorecard. For preliminary analysis, the accounting and finance team provided the following time$-$series charts to evaluate one cause$-$and$-$effect relationship within CV$\text{'}$s balanced scorecard, that increased investment in research and development activities $($R

A strategy map underpins the balanced scorecard used at Control Vitamins $($CV$),$ and a key feature of this strategy map is a set of hypothesized causal links. Susan Hilton, CV$\text{'}$s CEO, wants to validate these causal links $($she is fully aware that an effective strategy map and balanced scorecard relies on a set of robust causal links between employees' decisions and actions and firm outcomes$).$ In short, Susan wants to know if the scorecard is 'grounded in the reality of the business' and whether the firm's financial and non$-$financial data support the strategy map's cause$-$and$-$effect relationships.

CV has access to quarterly performance data for the last three years and Susan asks the accounting and finance team for analysis on the hypothesized causal links that underpin the balanced scorecard. For preliminary analysi