平衡计分卡的基本概念英文版)
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Every measure in the BSC should be an element in a chain of cause-and-effect relationships that communicates the strategy.
KPI’s - Cause & Effect Relationships
Performance Measures
✓ Diagnostic measures.
Monitor if the business remains in control
✓ Strategic measures. BSC
Define a strategy designed for competitive excellence.
What is it?
Balanced Scorecard:
Two underlying
factors:
I Manage into the future not in the past
What is it?
Balanced Scorecard: I Manage into the future not in the past
Business Drivers (2)
Company is having a hard time communicating strategic goals to organization
Companies that have a strategic plan often have no way of disseminating information to their organization with a measurement mechanism
‘How do you communicate the strategic plan to individuals in your organization?’
‘Do you have any idea how effective, organizations, individuals are?’
Business Drivers (3)
Translates a company’s strategy into a coherent set of performance measures.
Establishes cause and effect relationships between Key Performance Indicators.
Translating the
Vision
Communicating Dynamic
and Linking
BSC
Articulating the shared vision Supplying strategic feedback Facilitating strategy review
and learning
Lag Indicators.
Core outcome measures Profitability, market share, customer satisfaction, etc.
Performance drivers
Lead indicators
Designed for competitive excellence.
Key internal processes which drive the business
Infrastructure,
people,
systems and
Learning and procedures.
Growth
What is it?
Balanced Scorecard:
Two underlying
Feedback and
Learning
Communicating and educating Setting Goals Linking rewards to performance
measures
Busiຫໍສະໝຸດ Baiduess Planning
Setting Targets Aligning strategic initiatives Allocating resources Establishing milestones
‘Do you know how you are doing against your strategic plan?’ ‘ Does your strategic plan include the perspective of your customer, internal business processes and learning and growth?’
Strategic Measures “Balanced?” Scorecard
Generic measures.
Lag Indicators.
Core outcome measures Profitability, market share, customer satisfaction, etc..
Development
Reduce Credit Approval Time
Customer
Cross Selling
Improve Customer
Service
Minimize Customer Turnover
Financial
Maximize Profitability
Balanced Scorecard
• Most companies were improving existing processes but were not identifying the ones that were truly strategic.
What is it?
Balanced Scorecard:
Management process to implement a business strategy.
Cause and effect relationships between Key Performance Indicators (KPI)
Learning and Growth
Technology Infrastructure
Internal Business Process
New Products & Service
Building a scorecard can help managers link today’s actions with tomorrow’s goals
=
Link long-term strategic objectives with short-term actions
Strategic Perspectives
BSC Key points:
Simplicity Manage for the future not the past Focus on Cause and Effect relationships System linked to the strategy Action Oriented Flexibility
Balanced Scorecard : Basic Concepts
BSC History
1990, Research arm of KPMG - Study in “Measuring Performance in the Organization of the Future”.
• Relying mainly on financial performance measures was impeding the organizations’ ability to create future value.
Financial
Customer
Identifies Customer, market
segments and value propositions
to be delivered
Results that the business
provides to
its
shareholders
Internal Process
Financial
Measures organizational performance across four balanced perspectives:
Customer
Learning and Growth
Internal Process
Strategic Perspectives
Measures organizational performance across four balanced perspectives:
Performance drivers
Lead indicators
Designed for competitive excellence.
Unique to the business strategy
Strategic Measures “Balanced” Scorecard
Generic measures
Unique to the business strategy
“Balanced” Scorecard
Generic measures Short Term Objectives
Financials
Performance drivers Long Term Objectives
Other perspectives
Fills the void that exists in the lack of a systematic process to implement and obtain feedback about strategy.
It is a communication and learning system not a tool to control behavior and to evaluate past performance.
The Financial perspective is critical but it only measures past performance.
The BSC introduces additional perspectives, the drivers of future financial performance.
Balanced Scorecard -
Business Drivers
Business Drivers (1)
Company is having hard time measuring strategic effectiveness
Many companies go through the process of creating a strategic plan but have no way to measure it’s effectiveness
KPI’s - Cause & Effect Relationships
Balanced Scorecard
Establishes cause and effect relationships between Key Performance Indicators (KPI)”:
Strategy = “Set of hypotheses about cause and effect”
factors:
I Manage into the future not in the past
II Implementing the strategy requires 4 steps
Managing Strategy : Four Processes
Clarifying the vision Gaining concensus
Company has no mechanism to link operations to strategy
It is very difficult for companies to link their day to day operations to their strategy
‘Are your operations in sync with your strategic plan?’
KPI’s - Cause & Effect Relationships
Performance Measures
✓ Diagnostic measures.
Monitor if the business remains in control
✓ Strategic measures. BSC
Define a strategy designed for competitive excellence.
What is it?
Balanced Scorecard:
Two underlying
factors:
I Manage into the future not in the past
What is it?
Balanced Scorecard: I Manage into the future not in the past
Business Drivers (2)
Company is having a hard time communicating strategic goals to organization
Companies that have a strategic plan often have no way of disseminating information to their organization with a measurement mechanism
‘How do you communicate the strategic plan to individuals in your organization?’
‘Do you have any idea how effective, organizations, individuals are?’
Business Drivers (3)
Translates a company’s strategy into a coherent set of performance measures.
Establishes cause and effect relationships between Key Performance Indicators.
Translating the
Vision
Communicating Dynamic
and Linking
BSC
Articulating the shared vision Supplying strategic feedback Facilitating strategy review
and learning
Lag Indicators.
Core outcome measures Profitability, market share, customer satisfaction, etc.
Performance drivers
Lead indicators
Designed for competitive excellence.
Key internal processes which drive the business
Infrastructure,
people,
systems and
Learning and procedures.
Growth
What is it?
Balanced Scorecard:
Two underlying
Feedback and
Learning
Communicating and educating Setting Goals Linking rewards to performance
measures
Busiຫໍສະໝຸດ Baiduess Planning
Setting Targets Aligning strategic initiatives Allocating resources Establishing milestones
‘Do you know how you are doing against your strategic plan?’ ‘ Does your strategic plan include the perspective of your customer, internal business processes and learning and growth?’
Strategic Measures “Balanced?” Scorecard
Generic measures.
Lag Indicators.
Core outcome measures Profitability, market share, customer satisfaction, etc..
Development
Reduce Credit Approval Time
Customer
Cross Selling
Improve Customer
Service
Minimize Customer Turnover
Financial
Maximize Profitability
Balanced Scorecard
• Most companies were improving existing processes but were not identifying the ones that were truly strategic.
What is it?
Balanced Scorecard:
Management process to implement a business strategy.
Cause and effect relationships between Key Performance Indicators (KPI)
Learning and Growth
Technology Infrastructure
Internal Business Process
New Products & Service
Building a scorecard can help managers link today’s actions with tomorrow’s goals
=
Link long-term strategic objectives with short-term actions
Strategic Perspectives
BSC Key points:
Simplicity Manage for the future not the past Focus on Cause and Effect relationships System linked to the strategy Action Oriented Flexibility
Balanced Scorecard : Basic Concepts
BSC History
1990, Research arm of KPMG - Study in “Measuring Performance in the Organization of the Future”.
• Relying mainly on financial performance measures was impeding the organizations’ ability to create future value.
Financial
Customer
Identifies Customer, market
segments and value propositions
to be delivered
Results that the business
provides to
its
shareholders
Internal Process
Financial
Measures organizational performance across four balanced perspectives:
Customer
Learning and Growth
Internal Process
Strategic Perspectives
Measures organizational performance across four balanced perspectives:
Performance drivers
Lead indicators
Designed for competitive excellence.
Unique to the business strategy
Strategic Measures “Balanced” Scorecard
Generic measures
Unique to the business strategy
“Balanced” Scorecard
Generic measures Short Term Objectives
Financials
Performance drivers Long Term Objectives
Other perspectives
Fills the void that exists in the lack of a systematic process to implement and obtain feedback about strategy.
It is a communication and learning system not a tool to control behavior and to evaluate past performance.
The Financial perspective is critical but it only measures past performance.
The BSC introduces additional perspectives, the drivers of future financial performance.
Balanced Scorecard -
Business Drivers
Business Drivers (1)
Company is having hard time measuring strategic effectiveness
Many companies go through the process of creating a strategic plan but have no way to measure it’s effectiveness
KPI’s - Cause & Effect Relationships
Balanced Scorecard
Establishes cause and effect relationships between Key Performance Indicators (KPI)”:
Strategy = “Set of hypotheses about cause and effect”
factors:
I Manage into the future not in the past
II Implementing the strategy requires 4 steps
Managing Strategy : Four Processes
Clarifying the vision Gaining concensus
Company has no mechanism to link operations to strategy
It is very difficult for companies to link their day to day operations to their strategy
‘Are your operations in sync with your strategic plan?’