平衡計(jì)分卡培訓(xùn)課程(英文版)-預(yù)覽頁

　

【正文】 g strategy to the enduser. Enter the Balanced Scorecard. At long last, strategic planners now have a crisp and clear way of municating strategy. With balanced scorecards, strategy reaches everyone in a language that makes sense. When strategy is expressed in terms of measurements and targets, the employee can relate to what must happen. This leads to much better execution of strategy. Not only does the Balanced Scorecard transform how the strategic plan is expressed, but it also pulls everything together. This is the socalled “cause and effect” relationship or linking of all elements together. For example, if you want strong financial results, you must have great customer service. If you want great customer service, you must have excellent processes in place (such as Customer Relations Management). If you want great processes, you must have the right people, knowledge, and systems (intellectual capital). In the past, many ponents for implementing a strategic plan have been managed separately, not collectively within one overall management system. As a result, everything has moved in different directions, leading to poor execution of the strategic plan. Like a marching band, everyone needs to move in lockstep behind one overall strategy. Therefore, you should think of the Balanced Scorecard as a management system, not just another performance measurement program. And since strategy is at the center of valuecreation for the organization, the Balanced Scorecard has bee a critical management system for any organization. In 1997, Harvard Business Review called the Balanced Scorecard one of the most significant business developments of the previous 75 years. Balanced Scorecards provide the framework around which an organization changes through the execution of its strategy. This is acplished by linking everything together. This is what makes the Balanced Scorecard so different。 David P. Norton So let’s get started with step one。 Service ProgramsLearningSupport Systems amp。 trying to string connecting lines over a map that presents an overall strategic model. Building a strategic grid starts at the very top – strategic goals and areas. As we indicated earlier, most publicly traded panies have shareholder value as a strategic area. In order to improve shareholder value, the organization can do things like grow revenues or increase operating performance. Once you decide on your strategy for improving shareholder value, then you have to decide on how you will grow revenues or improve operating performance. The following exhibit illustrates this bottom up flow within the Financial Perspective:Exhibit 5: Flowing strategic objectives within the Financial PerspectiveShareholder ValueGrow Revenues 173。Increase Customer Profitability173。 Grow RevenuesCustomer173。 targets)2ndCommunicate the strategy3rdAlign the organization around the strategy4thLimit the strategic areas to no more than five5th Link strategic objectives into grids across four perspectivesPhase II: Three Critical Components Once we have pleted the strategic foundation (phase I), we are set to measure our objectives, establish a target for each measurement, and initiate programs that will make all of this happen. This will effectively plete the building of the Balanced Scorecard. Chapter3For each strategic objective on your strategic grid, you need at least one measurement. If you have several measurements for a strategic objective, then chances are you have more than one strategic objective. Can you have an objective without a measurement? Yes, it is possible, but not having a measurement makes it difficult to manage the objective. It’s best to revisit this objective and ask the question: Why is this an objective?Measurement allows us to quantify our strategic objectives, asking the question: How well are we doing? So how do you build your measurements? Here are some basic guidelines:Linked: Measurements municate what is strategically important by linking back to your strategic objectives.Repeatable: Measurements are continuous over time, allowing parisons.Leading: Measurements can be used for establishing targets, leading to future performance.Accountable: Measurements are reliable, verifiable, and accurate.Available: Measurements can be derived when they are needed. The following template can be used to help build an appropriate measurement:Exhibit 10: Measurement TemplateStrategic Objective =Describe the Measurement =Define Type / Formula =Unit of Measurement =Frequency of Measurement =Assumptions =Sources =Availability =___ Available ___ Not Available ___ Requires ChangeSupport Required =___ IT Support ___ Finance Support ___ OtherIn addition to the above criteria, you need to understand some concepts related to measurement. For example, some measurements will lead to change in your organization. These types of measurements are called leading indicators since they drive or push final outes within the organization. Examples include customer contracts executed, petitive pricing index, employee feedback indicator, service response time, and time spent with customers. If your organization needs to change rapidly, then you need to include some leading type measurements into your balanced scorecard. A mon place to use leading measurements is within the Learning and Growth perspective since this is the principal “driver” perspective behind the Balanced Scorecard. The other side of measurement is looking back, historical type measurements that show us a final oute or result. These measurements are referred to as lagging indicators and they dominate most performance measurement systems. About 70% of all measurements tend to fall into this category. Examples include most financial type measurements (return on equity, sales growth, economic value