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1、平衡计分卡Bringing the Balanced Scorecard to Life: The Microsoft Balanced Scorecard FrameworkWhite PaperBy: Charles BloomfieldInsightformation, Inc.Published: May 2002For the latest information, please see http:/ paper describes the Microsoft approach to developing and implementing a Balanced Scorecard f
2、or enterprise performance management. It presents basic information on the Balanced Scorecard performance management methodology, and identifies key business issues that must be addressed in developing and deploying a balanced scorecard. The paper then presents the Microsoft Balanced Scorecard Frame
3、work (BSCF)a comprehensive set of techniques, tools, and best practices to speed scorecard implementation using toolsets with which organizations are familiar. An extensive body of research and literature describing the Balanced Scorecard exists. That body of knowledge is constantly being expanded b
4、y The Balanced Scorecard Collaborative, Balanced Scorecard Institute, various consulting organizations, software companies, and client organizations. This paper cannot comprehensively cover such a complex topic or reflect accurately many of the nuances of scorecard development and implementation. In
5、stead, it presents a basic conceptual overview of the Balanced Scorecard. Interested readers are encouraged to use the bibliography presented at the end of this paper as a guide to more detailed information.Contents一类是有着海外留学背景或者工作经验的工程师，另一类是拥有综合素质的技术人员，即既懂互联网又掌握电信技术的人员。在这两类人才中，最缺的就是既懂互联网又懂电信技术的人才Exe
6、cutive Summary1Introduction2About the Balanced Scorecard3Background and History3Empowering the Knowledge Worker4Elements of the Balanced Scorecard4Critical Success Factors for BSC Development8Common Pitfalls9Automating the Balanced Scorecard10The Microsoft Balanced Scorecard Framework12Facets of the
7、 Framework12Conclusion22Selected Bibliography23Useful Web Sites23Executive SummaryTraditional performance measures are insufficient to gauge performance and guide organizations in todays rapidly changing, complex economic landscape. Organizations need to link performance measurement to strategy, and
8、 must measure performance in ways that both promote positive future results and reflect past performance. The Balanced Scorecard has developed over the last eleven years as a powerful way to implement strategy and continuously monitor strategic performance. Creating a strategy focused organization (
9、the phrase coined by the founders of the Balanced Scorecard methodology) is a significant, challenging culture change for many organizations. Success in achieving this change requires: Consistent executive support and involvement. Education, communication, and visibility of the strategy and measurem
10、ents of its effectiveness throughout the organization. Constant feedback loops so that strategy is an every-day consideration. Tools to enable non-technical users to understand the key drivers of the measures. Translation of the strategy to operational terms so that alignment to strategy and impleme
11、ntation of it occur at all levels of an organization. Organizations that have successfully implemented the Balanced Scorecard have achieved remarkable transformations in their financial performance, in many cases vaulting to the top ranks in their industry groups.Many aspects of Balanced Scorecard d
12、evelopment and deployment depend on effective use of technology to be successful. Numerous software packages have been developed to help automate the Balanced Scorecard, but it is very difficult to deliver the needed capabilities in a single software package. Therefore, the Microsoft Balanced Scorec
13、ard Framework has been developed to allow organizations to: Develop and deploy a scorecard economically using an existing infrastructure. Manage and display the data and knowledge pertinent to Balanced Scorecards. Facilitate analysis of measures so that prompt corrective action can take place. The f
14、ramework provides a comprehensive, flexible, cost-effective way to deploy the Balanced Scorecard and deliver superior returns on people, processes, customers, and technologies.Introduction How do we communicate strategy through a complex, multi-faceted, decentralized global organization? How do we a
15、lign our organization and minimize superfluous activities so that were all working efficiently to the same ends? How do we measure the effectiveness of our strategy and its implementation? How do we promote a culture of agility to respond to the rapidly changing business climate we face? As business
16、 leaders wrestle with these questions each day, they confront the reality that, “If you cant measure it, you cant manage it.” In other words, effective performance management requires accurate performance measurement. Leaders also understand that performance measurement itself is not enough. The value o
