《BSC_-_Origins,_Developments_and_Current_Applications.pdf》由会员分享，可在线阅读，更多相关《BSC_-_Origins,_Developments_and_Current_Applications.pdf（22页珍藏版）》请在得力文库 - 分享文档赚钱的网站上搜索。
1、Balanced Scorecard.Origins,Developments andCurrent ApplicationsSue FilmerConsultantWilliam M Mercer020 7423 5508Issues Early 1990s Performance measures focussed on what had happened inthe past.Focussing the organisation on metrics that matter.Translating strategy into action.Providing managers with
2、concise and relevant information.Gaining commitment from line managers and staff.Drs Kaplan and Norton 1992 Article in the Harvard Business Review A strategic management and measurement tool to provide abalanced view of the present and future performance of thebusiness.1996 The Balanced Scorecard-Tr
3、anslating Strategy intoAction Moved from performance measurement to strategic alignment andfocus showing the interrelationship between vision,strategy andshort-term planning.2000 The Strategy-Focused Organisation Numerous case studies.Providing a Balanced View FinancialCustomerLearning&GrowthProcess
4、The Balanced ScorecardFinancial PerspectiveObjectives Measures Targets Initiatives“To succeedfinancially,howshould weappear to ourshareholders?”Internal Process PerspectiveObjectives Measures Targets Initiatives“To satisfy ourshareholdersand customerswhat businessprocesses mustwe excel at?”Learning&
5、Growth PerspectiveObjectives Measures Targets Initiatives“To achieve ourvision how willwe sustain ourability tochange andimprove?”Customer PerspectiveObjectives Measures Targets Initiatives“To achieve ourvision howshould weappear to ourcustomers?”Vision&StrategyKaplan&Norton 1992TomorrowTodayYesterd
6、ayThe Financial Perspective Shows the financial results of the other perspectives.How the organisation should position itself to be considered anattractive and exciting investment.The ultimate results that the business provides to its shareholders/financial stakeholders.Traditional financial measure
7、s/key ratios-growth/profitability/cashflow/investments/etc.The quadrant viewed from the perspective of theshareholders/financial stakeholders priorities.Satisfied Shareholders/Financial StakeholdersThe Customer Perspective Externally focussed.The heart of the scorecard.Considers the business through
8、 the eyes of a customer.The internal process and the learning and growth perspectives shouldbe guided by this perspective.Measures around image/customer relationships/market share/customerpreferences,satisfaction and behaviour/new customers/deliverytime/responsiveness/price/etc.The quadrant viewed f
9、rom the perspective of thecustomers priorities.Delighted CustomersThe Internal Process Perspective Internally focussed.What processes generate value for the customers and the business?Measures around internal costs/process time/quality/production/operations/Health&Safety/service-related processes/ma
10、nagingbusiness partnership relationships/suppliers/etc.The quadrant viewed from the perspective of the prioritiesfor the business processes which create customer andshareholder satisfaction.Effective ProcessesThe Learning and Growth Perspective The priorities to create a climate that supports organi
11、sational change,innovation and growth.What needs to be done to obtain,maintain,develop or upgrade thecompetencies and know-how required for understanding and satisfyingcustomer and business needs.Ensures the capacity for long-term renewal and survival-investmentin these areas will be critical for lo
12、ng term success.Measures around employee resourcing/employee capability/corecompetencies/technology/information systems/culture/etc.The quadrant viewed from the perspective of futuresuccess-the organisations people and infrastructure.Motivated and Prepared WorkforceHalifax ExampleStaff Development&I
13、mprovementCustomerFinance&BusinessInternal Processes“Then the customers will bedelighted”“And we will keep/get more business”“If we have the right staff”“Doing the right things”Strategy Map Strategy maps linking the desired outcomes with the drivers.The measures on a balanced scorecard are part of a
14、 chain of cause andeffect relationships-how the intangible assets are transformed intotangible(financial)outcomes.Testing cause and effect relationship hypotheses.Strategy maps provide the foundation for implementing strategy.Example Strategy MapImprove shareholder valueRevenue growth strategy New r
15、evenue sources Improve existing customer profitabilityProductivity strategy Lower cost per unit Improved asset utilisationFinancialOperational excellence Inventory management Delivery timeOperational processes Supply chain management Speed of processCustomer intimacy Customer relationship Market seg
16、mentsCustomer management processes Customer service Relationship managementCustomerProcessProduct leadership Unique product capabilities Product performanceInnovation processes Speed to market Joint venturesGrowthCompetencies Skill coverage ratio Best practice sharingTechnology Technology coverage M
17、ISCulture Goals aligned with BSC Retention in key rolesExample Strategy MapImprove shareholder valueGrowthCompetencies Skill coverage ratio Best practice sharingTechnology Technology coverage MISCulture Goals aligned with BSC Retention in key rolesRevenue growth strategy New revenue sources Improve
18、existing customer profitabilityProductivity strategy Lower cost per unit Improved asset utilisationFinancialCustomerProduct leadership Unique product capabilities Product performanceCustomer intimacy Customer relationship Market segmentsOperational excellence Inventory management Delivery timeProces
19、sInnovation processes Speed to market Joint venturesCustomer management processes Customer service Relationship managementOperational processes Supply chain management Speed of processFinancialCustomerLearning&GrowthInternal Process New revenue sources Improve existing customer profitability Lower c
20、ost per unit Improve asset utilisation Leading edge product capabilities Develop customer relationship Target market segments Improve inventory management Improve delivery time Speed to market Customer service process Supply chain management Speed of process Skills coverage Best practice sharing Goa
21、ls aligned with scorecard Retention in key rolesClarifying and Translating the Vision and StrategyPlanning and Target SettingBalancedScorecardCommunicatingand LinkingStrategic Feedback and LearningBalanced Scorecard ProcessManagement ToolA cockpit,providing current status and early warninginformatio
22、n,to navigate to future competitive successExamples Rapid growth within a competitive marketplace.Implementing a changed strategic direction.First generation internet business.Communicate strategy to decentralised business units.Functional scorecards.Personal scorecard tied to merit salary increases
23、,bonuses and stockoption grants.Integrate management control with strategic learning.Stakeholder scorecards.Central strategic management information system.Encouraging managers to think strategically.Why is your organisationinterested in the BalancedScorecard?Presenting Corporate PrioritiesConfusing
24、 middle managers:New visionNew strategies.New initiatives.Changing objectives.(last years success?)Re-organisationsNew ways of working.Cultural change.Timeframes.Building the ScorecardFinanceFinanceCustomerCustomerGrowthGrowthProcessProcessVision/Business proposition/Strategic themesHeadline goalsCr
25、itical successfactors/ActivitiesMeasures/MetricsThe Measures/Metrics Need to capture what is truly important for success.Measures can describe:What is achieved(outcomes)What affects outcomes(performance drivers)Are the measures threshold(minimum)or stretch?Precise or inspirational?May need to includ
26、e metrics that monitor operational performance outside theorganisation(e.g.supply chain effectiveness and customer measures).Availability and accuracy of data,and the practical aspects of data collection.Number of measures?Corporate and business-unit level-15-25 Divisional/function-10-15 Group/individual-5-10 Review metrics regularly.ActivityFinanceFinanceCustomerCustomerGrowthGrowthProcessProcessVision/Business proposition/Strategic themesHeadline goalsCritical successfactors/ActivitiesMeasures/Metrics
黑公网安备:91230400333293403D