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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 ss/bi/AbstractThis paper describes the Microsoft approach to developing and implementing a Balanced
2、 Scorecard for 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 Sco
3、recard Framework (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 bein
4、g expanded by 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 implem
5、entation。 Instead, 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 / Executive Summary1Introduction2About the Balanced Scorecard3Background
6、 and History3Empowering the Knowledge Worker4Elements of the Balanced Scorecard4Critical Success Factors for BSC Development8Common Pitfalls9Automating the Balanced Scorecard10The Microsoft Balanced Scorecard Framework12Facets of the Framework12Conclusion22Selected Bibliography23Useful Web Sites23Ex
7、ecutive 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 must measure performance in ways that both promote positive future
8、 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 (the phrase coined by the founders of the Balanced Scorecard methodo
9、logy) 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 measurements of its effectiveness throughout the organization. Constant fee
10、dback loops so that strategy is an everyday consideration。 Tools to enable nontechnical users to understand the key drivers of the measures. Translation of the strategy to operational terms so that alignment to strategy and implementation of it occur at all levels of an organization. Organizations t
11、hat 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 development and deployment depend on effective use of technology to be
12、 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 Scorecard Framework has been developed to allow organizations to: Develop a
13、nd 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 framework provides a comprehensive, flexible, cost-effective way to de
14、ploy 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 align our organization and minimize superfluous activities so that wer
15、e 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 leaders wrestle with these questions each day, they confront the rea
16、lity 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 of measurement is that it identifies where action should be taken. So, effective performance measurement systems must be able to： Accurat
