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1、平衡计分卡培训平衡计分卡培训2 2What is Business Success?Solid financial performance?Solid financial performance?3 34 45 56 67 78 89 9Basic Business StrategyFinancialFinancialWe will ensure that we use our resources and people to maintain financial success.We will ensure that we use our resources and people to mai
2、ntain financial success. CustomerCustomerWe will meet or exceed our customers current and future expectations and We will meet or exceed our customers current and future expectations and requirements with high quality products, reasonable prices and superior service.requirements with high quality pr
3、oducts, reasonable prices and superior service.InternalInternalWe will provide high quality on-time imaging products and services and provide an We will provide high quality on-time imaging products and services and provide an efficient and effective means to deliver them in a high quality fashion.
4、efficient and effective means to deliver them in a high quality fashion. Learning and GrowthLearning and GrowthWe will attract and retain high caliber people and promote an environment We will attract and retain high caliber people and promote an environment that develops their interpersonal, busine
5、ss and technical skills and knowledge. that develops their interpersonal, business and technical skills and knowledge. We will strive to develop and maintain the best sourcing for our products. We will strive to develop and maintain the best sourcing for our products. We will strive to be aware and
6、on the cutting edge of imaging and business technology. We will strive to be aware and on the cutting edge of imaging and business technology. 1010The Trouble with StrategyIt is unlikely that a poor It is unlikely that a poor strategy is the problemstrategy is the problemGenerally, the problem is Ge
7、nerally, the problem is implementing strategyimplementing strategyEven if strategy is Even if strategy is communicated, employees communicated, employees may not know what to do.may not know what to do.1111How can the Balanced Scorecard help?1212Four Distinct PerspectivesFinancialFinancialperspectiv
8、eperspectiveCustomerCustomerperspectiveperspectiveInternalInternalperspectiveperspectiveLearning andLearning andgrowth perspectivegrowth perspectiveStrategy1313Translating a Mission into Desired OutcomesMissionMissionCore ValuesCore ValuesVisionVisionStrategyStrategyBalanced ScorecardBalanced Scorec
9、ardObjectivesObjectivesStrategic InitiativesStrategic InitiativesStrategic OutcomesStrategic OutcomesMotivated and PreparedMotivated and Prepared WorkforceWorkforceEffective Effective Processes Processes DelightedDelightedCustomersCustomersSatisfiedSatisfiedShareholdersShareholdersAdapted fromAdapte
10、d fromKaplan, Kaplan, NortonNorton1414For Each PerspectiveObjectives (Goals)Objectives (Goals)MeasuresMeasuresTargetsTargetsInitiativesInitiatives1515Simple Form and RelationshipsSource:Source:Kaplan, Kaplan, NortonNorton1616ObjectivesConcise statements that articulate Concise statements that articu
11、late what the organization what the organization hopes to accomplishhopes to accomplishEach tied to the companys Each tied to the companys strategystrategy1717Financial PerspectiveOverall objective:Overall objective:To succeed financiallyTo succeed financially1818Customer PerspectiveOverall objectiv
12、e:Overall objective:To achieve our vision of howTo achieve our vision of howthe company shouldthe company shouldappear to customersappear to customers1919Internal PerspectiveOverall objective:Overall objective:To excel at having superior businessTo excel at having superior businessprocesses to satis
13、fyprocesses to satisfyshareholders and customersshareholders and customers2020Learning and GrowthPerspectiveOverall objective:Overall objective:To sustain the ability to change and improveTo sustain the ability to change and improve(Employee capabilities are a key(Employee capabilities are a keyingr
14、edient to this objective.)ingredient to this objective.)2121MeasuresDescriptions of how success in Descriptions of how success in achieving objectives will achieving objectives will be measuredbe measuredEach tied to the companys Each tied to the companys objectivesobjectives2222Core Financial Measu
15、resROI/EVAROI/EVAProfitabilityProfitabilityRevenue growth/mixRevenue growth/mixCost reductionCost reduction2323Core Customer MeasuresMarket shareMarket shareCustomer acquisitionCustomer acquisitionCustomer retentionCustomer retentionCustomer profitabilityCustomer profitabilityCustomer satisfactionCu
16、stomer satisfaction2424Internal Perspective MeasuresProcess quality measuresProcess quality measuresTime to process an orderTime to process an orderNumber of ReturnsNumber of ReturnsDefect ratesDefect ratesYield ratiosYield ratiosLead-timesLead-timesWaste, scrap, and reworkWaste, scrap, and rework25
17、25Core Learning and Growth MeasuresEmployees trained per month Employees trained per month Employee retentionEmployee retentionEmployee productivityEmployee productivityDevelopment and research measuresDevelopment and research measuresNumber of training programsNumber of training programs2626Targets
18、Level of performance or rate Level of performance or rate of improvement desired of improvement desired for each measurefor each measureEach tied to one of the companys Each tied to one of the companys measuresmeasures2727InitiativesShort-term programs and actionsShort-term programs and actions that
19、 will help achieve the that will help achieve the established targetsestablished targetsEach tied to company Each tied to company objectives and measuresobjectives and measures2828Examples of InitiativesNew maintenance programNew maintenance programUpgrade selected equipmentUpgrade selected equipmen
20、tEstablish performance benchmarksEstablish performance benchmarksNew training programNew training programEstablish frequent purchase programEstablish frequent purchase program2929Next: An example to help students understand howthe Balanced Scorecard works3030A Balanced ScorecardExampleLarge camera s
21、toreLarge camera store25,000 25,000 square feetsquare feet$10+ $10+ million in salesmillion in salesProfits unacceptably lowProfits unacceptably lowIndustry changing due to technologyIndustry changing due to technology3131Basic Business StrategyFinancialFinancialWe will ensure that we use our resour
22、ces and people to maintain financial success.We will ensure that we use our resources and people to maintain financial success. CustomerCustomerWe will meet or exceed our customers current and future expectations and We will meet or exceed our customers current and future expectations and requiremen
23、ts with high quality products, reasonable prices and superior service.requirements with high quality products, reasonable prices and superior service.InternalInternalWe will provide high quality on-time imaging products and services and provide an We will provide high quality on-time imaging product
24、s and services and provide an efficient and effective means to deliver them in a high quality fashion. efficient and effective means to deliver them in a high quality fashion. Learning and GrowthLearning and GrowthWe will attract and retain high caliber people and promote an environment We will attr
25、act and retain high caliber people and promote an environment that develops their interpersonal, business and technical skills and knowledge. that develops their interpersonal, business and technical skills and knowledge. We will strive to develop and maintain the best sourcing for our products. We
26、will strive to develop and maintain the best sourcing for our products. We will strive to be aware and on the cutting edge of imaging and business technology. We will strive to be aware and on the cutting edge of imaging and business technology. 3232Achieve the strategy? How do we get there?With a m
27、apWith a mapA strategy mapA strategy map3333Strategy Map ObjectivesFinancial SuccessFinancial SuccessCustomers impressed Customers impressed with quality productswith quality products and services and servicesLeading edge Leading edge production capabilitiesproduction capabilities Trained Trained wo
28、rkforceworkforceAttract new customersAttract new customersRetain customersRetain customersOn-time products and servicesOn-time products and servicesWell functioning Well functioning facilitiesfacilitiesOn cutting edge On cutting edge of technologyof technologyBest product sourcingBest product sourci
29、ngFinancialFinancialCustomerCustomerInternalInternalLearningLearningand Growthand Growth3434Strategy Map Measures and TargetsOperating incomeOperating incomeIncrease gross marginIncrease gross marginAmount of operating expensesAmount of operating expensesNumber of new customersNumber of new customer
30、sNo. of returning new customersNo. of returning new customersNumber of customer complaintsNumber of customer complaintsNumber of items per invoiceNumber of items per invoiceNumber of rejected printsNumber of rejected printsPercent of late ordersPercent of late ordersNew products and servicesNew prod
31、ucts and services Amount of employee trainingAmount of employee trainingAmount of technology trainingAmount of technology trainingSales from new product sourcingSales from new product sourcingTBDTBDIncrease by 20%Increase by 20%ZeroZeroIncrease by 30% Increase by 30% 1%1%0%0%10% 10% IncreaseIncrease
32、1 1 Session per monthSession per month1 Session per month1 Session per monthIncrease by 30%Increase by 30%FinancialFinancialCustomerCustomerInternalInternalLearningLearningand Growthand Growth$100,000$100,000Increase by 5%Increase by 5%MaintainMaintain MeasuresMeasuresTargetsTargets3535Strategy Map
33、InitiativesNew Price Comparison ReportNew Price Comparison ReportMonthly sales promotionsMonthly sales promotionsNew Frequent Customer Sales ProgramNew Frequent Customer Sales ProgramEmployee sales and product training programEmployee sales and product training programOperator and lab training progr
34、amOperator and lab training programDaily services backlog reportDaily services backlog reportNew products and services programNew products and services program Employee training programEmployee training programTechnology training programTechnology training programThree purchasing tripsThree purchasi
35、ng tripsFinancialFinancialCustomerCustomerInternalInternalLearningLearningand Growthand Growth3636MissionMissionCore ValuesCore ValuesVisionVisionStrategyStrategyBalanced ScorecardBalanced ScorecardObjectivesObjectivesStrategic InitiativesStrategic InitiativesStrategic OutcomesStrategic OutcomesMoti
36、vated and PreparedMotivated and Prepared WorkforceWorkforceEffective Effective Processes Processes DelightedDelightedCustomersCustomersSatisfiedSatisfiedShareholdersShareholdersAdapted fromAdapted fromKaplan, Kaplan, NortonNortonTargetsTargetsMeasuresMeasures3737Employee RewardsOperating income Oper
37、ating income Returning new customersReturning new customersCustomer complaintsCustomer complaintsNumber of items per invoiceNumber of items per invoiceRejected printsRejected printsLate ordersLate ordersNew products and servicesNew products and services Employee trainingEmployee trainingTechnology t
38、rainingTechnology trainingSales from new product sourcingSales from new product sourcingIncrease by 20%Increase by 20%ZeroZeroIncrease by 30% Increase by 30% 1%1%0%0%10% 10% IncreaseIncrease1 1 per monthper month1 per month1 per monthIncrease 30%Increase 30%FinancialFinancialCustomerCustomerInternal
39、InternalLearningLearningand Growthand Growth$100,000$100,00020% 20% of of net incomenet income3838Employee Rewards$25,000 Equally to Five Managers Sales Price Comparison ReportSales Price Comparison ReportMonthly sales promotionsMonthly sales promotionsFrequent Customer Sales ProgramFrequent Custome
40、r Sales ProgramReturning new customersReturning new customersCustomer complaintsCustomer complaintsNumber of items per invoiceNumber of items per invoiceRejected printsRejected printsLate ordersLate ordersNew products and servicesNew products and services Employee trainingEmployee trainingTechnology
41、 trainingTechnology trainingSales new prod. sourcingSales new prod. sourcingThree purchasing tripsThree purchasing trips1 1 per monthper monthFunctioningFunctioningIncrease by 20%Increase by 20%ZeroZeroIncrease by 30% Increase by 30% 1%1%0%0%10% 10% IncreaseIncrease1 1 per monthper month1 per month1
42、 per monthIncrease 30%Increase 30%3 3FinancialFinancialCustomerCustomerInternalInternalLearningLearningand Growthand GrowthMonthlyMonthly10%10%10%10%05%05%05%05%10%10% 10% 10%00%00%10%10%05%05%10%10%10%10%05%05%10%10%Measure or InitiativeMeasure or InitiativeTargetTargetWeightWeight3939Employee Rewa
43、rds$25,000 Equally to Five Managers Sales Price Comparison ReportSales Price Comparison ReportMonthly sales promotionsMonthly sales promotionsFrequent customer sales programFrequent customer sales programReturning new customersReturning new customersCustomer complaintsCustomer complaintsNumber of it
44、ems per invoiceNumber of items per invoiceRejected printsRejected printsLate ordersLate ordersNew products and servicesNew products and services Employee trainingEmployee trainingTechnology trainingTechnology trainingSales new prod. sourcingSales new prod. sourcingThree purchasing tripsThree purchas
45、ing trips$ 2,500$ 2,5000 00 02,5002,5002,5002,500$ 0$ 02,5002,5000 0$ 2,500$ 2,5002,5002,5000 02,5002,500FinancialFinancialCustomerCustomerInternalInternalLearningLearningand Growthand Growth$ 0$ 0NoNoYesYesNoNoNoNoYesYes Yes YesYesYesYesYesNoNoYesYesYesYesNoNoYesYesMeasure or InitiativeMeasure or I
46、nitiativeBonus AmountBonus AmountGreen?Green?10%10%10%10%05%05%05%05%10%10% 10% 10%00%00%10%10%5%5%10%10%10%10%05%05%10%10%WeightWeightTotalTotalNumber of managersNumber of managersAmount per managerAmount per manager $17,500$17,500 5 5$ 3,500$ 3,500TotalTotal4040Total Balanced Scorecard Employee In
47、centives (Assuming Net Income of $115,000)(Assuming Net Income of $115,000)Net incomeNet incomeBonus percentageBonus percentageTotal net income bonusTotal net income bonusNet income bonus per manager Net income bonus per manager Number of managersNumber of managersMeasures and initiatives bonus Meas
48、ures and initiatives bonus Total bonus per manager Total bonus per manager Number of managersNumber of managersTotal bonuses Total bonuses $115,000 $115,000 20 20%$ 23,000 $ 23,000 5 5 $ 4,600 $ 4,600 $ 3,500$ 3,500 $ 8,100 $ 8,100 5 5 $40,500 $40,500 4141Next: Moving Beyond the Companys Overall Sco
49、recard4242Departmental and Personal ScorecardsEach department develops its ownEach department develops its ownscorecard based on thescorecard based on thecompanys overall panys overall scorecard.Each employee develops his or herEach employee develops his or herscorecard based on the companysscorecar
50、d based on the companysand departments scorecard.and departments scorecard.4343Departmental and Personal ScorecardsScorecards must be closely aligned withScorecards must be closely aligned withoverall company goals and objectives.overall company goals and objectives.Each objective must be aligned.Ea
51、ch objective must be aligned.Each measure must be aligned.Each measure must be aligned.4444Each PerspectiveMust be AddressedSet objectives for each perspective.Set objectives for each perspective.Set basis for measurement for each objectiveSet basis for measurement for each objective. .This allows m
52、anagers and employees toThis allows managers and employees tofocus on the success of each perspective.focus on the success of each perspective.It also keeps them from focusing onIt also keeps them from focusing onone perspective while neglecting another.one perspective while neglecting another.4545I
53、mplementing theBalanced ScorecardThe push to implement mustThe push to implement mustcome from top e from top management.Managers must buy in.Managers must buy in.It takes 15 to 36 monthsIt takes 15 to 36 monthsin large organizations.in large organizations.4646Possible Pitfalls of the Balanced Score
54、cardSenior management not committedSenior management not committedOne senior manager tries to build the scorecard aloneOne senior manager tries to build the scorecard aloneScorecard responsibilities dont filter downScorecard responsibilities dont filter downThe solution is overdesigned, The solution
55、 is overdesigned, or scorecard treated as a one-time eventor scorecard treated as a one-time eventThe balanced scorecard is treated as a systems projectThe balanced scorecard is treated as a systems projectAnthony Atkinson, Robert Kaplan, S. Mark YongAnthony Atkinson, Robert Kaplan, S. Mark Yong4747
56、Suggested ReadingThe Balanced Scorecard, Robert S. KaplanThe Balanced Scorecard, Robert S. Kaplanand David P. Norton, HBS Pressand David P. Norton, HBS PressThe Strategy-Focused Organization, The Strategy-Focused Organization, Kaplan and Norton, HBS PressKaplan and Norton, HBS PressThe Balanced Scor
57、ecard Step by StepThe Balanced Scorecard Step by StepPaul R. Niven, John Wiley & SonsPaul R. Niven, John Wiley & Sons4848Suggested ReadingJust out this year: Just out this year: Strategy Maps: Converting Intangible Strategy Maps: Converting Intangible Assets into Tangible Outcomes,Assets into Tangib
58、le Outcomes,Robert S. KaplanRobert S. Kaplanand David P. Norton, HBS Pressand David P. Norton, HBS Press4949Suggested Internet SurfingThe Balanced Scorecard Collaborative at The Balanced Scorecard Collaborative at The Balanced Scorecard Institute at The Balanced Scorecard Institute at www.balancedsc
59、orecard.orgwww.balancedscorecard.orgFree basic online presentation by Paul Niven Free basic online presentation by Paul Niven Internet SurfingFree Free netconferencesnetconferences are also available atare also available atThe Balanced Scorecard Collaborative The Balanced Scorecard Collaborative o
60、n the fourth ThursdayGenerally on the fourth Thursdayof each month at 11:00 A.M. ET.of each month at 11:00 A.M. ET.Next netconference: October 28, 2004Next netconference: October 28, 20045151Questions?Comments?5252Thank You5353Beyond the ScopeThe slides that follow provide The slides that follow pro
61、vide additional insight into the additional insight into the balanced scorecard. balanced scorecard. 5454Handling InitiativesInventory current initiativesInventory current initiativesMap them to BCS ObjectivesMap them to BCS ObjectivesEliminate nonstrategic initiativesEliminate nonstrategic initiati
62、vesAdd new initiativesAdd new initiativesPrioritize remaining initiativesPrioritize remaining initiatives5555Five Principles of Strategy-Focused OrganizationsPrinciple 1: Translate the strategy to operational termsPrinciple 1: Translate the strategy to operational termsPrinciple 2: Align the organiz
63、ation to the strategyPrinciple 2: Align the organization to the strategyPrinciple 3: Make strategy everyones jobPrinciple 3: Make strategy everyones jobPrinciple 4: Make strategy a continual processPrinciple 4: Make strategy a continual processPrinciple 5: Mobilize leadership for changePrinciple 5:
64、Mobilize leadership for changeAnthony Atkinson, Robert Kaplan, S. Mark YongAnthony Atkinson, Robert Kaplan, S. Mark Yong5656Implementing theBalanced ScorecardSelect an architect and form a taskforce.Select an architect and form a taskforce.Develop business strategiesDevelop business strategiesDeterm
65、ine where businessDetermine where businessunits fit into the big picture.units fit into the big picture.Hold meetings, workshops,Hold meetings, workshops,and synthesis sessions.and synthesis sessions.5757Implementing theBalanced ScorecardSelect and design measures.Select and design measures.Establis
66、h targetsEstablish targetsEstablish initiativesEstablish initiativesBuild a consensus aroundBuild a consensus aroundstrategic objectives.strategic objectives.5858The Balanced Scorecard and aNew Management ProcessesNew management processesNew management processesmay result from implementingmay result
67、 from implementingthe balanced scorecard.the balanced scorecard.5959New Management Processes1. 1. Translating the visionTranslating the vision2. 2. Communicating and linkingCommunicating and linking3. 3. Business planningBusiness planning4. 4. Feedback and learningFeedback and learning60601. Transla
68、ting The VisionTo build a consensus around theTo build a consensus around theorganizations vision and strategyorganizations vision and strategyTo express the vision in terms of an integrated To express the vision in terms of an integrated set of objectives, measures and initiativesset of objectives,
69、 measures and initiativesMust be agreed upon by all senior executivesMust be agreed upon by all senior executives61612. Communicating and LinkingCommunicates the strategy upCommunicates the strategy upand down in the organizationand down in the organizationLinks strategy to departmental objectivesLi
70、nks strategy to departmental objectivesLinks strategy to individual objectivesLinks strategy to individual objectivesExpands on performance measures thatExpands on performance measures thatfocus only on financial performancefocus only on financial performance62622. Communicating and LinkingA way to
71、ensure that all levelsA way to ensure that all levelsof the organization understandof the organization understandthe strategythe strategyA way to ensure that departmentA way to ensure that departmentand individual objectives areand individual objectives arealigned with the strategyaligned with the s
72、trategyLinks rewards to performance measuresLinks rewards to performance measures63633. Business PlanningEnables companies to integrateEnables companies to integratetheir business and financial planstheir business and financial plansVarious independent changeVarious independent changeprograms diffic
73、ult to integrateprograms difficult to integrateHowever when goals are set and However when goals are set and coordinated using the balanced scorecardcoordinated using the balanced scorecardmeaningful priorities can be set.meaningful priorities can be set.Resources allocated accordinglyResources allo
74、cated accordingly64644. Feedback and LearningExpands on the traditional financial focusExpands on the traditional financial focusCan monitor results from three more perspectivesCan monitor results from three more perspectivesCan evaluate strategy in light ofCan evaluate strategy in light ofperforman
75、ce in all four areasperformance in all four areasModify strategy to reflect real-time learningModify strategy to reflect real-time learningas opposed to modifying strategy duringas opposed to modifying strategy duringthe annual strategic plan meetingthe annual strategic plan meeting6565New Managemen
76、t ProcessesTranslating theTranslating thevisionvisionCommunicatingCommunicatingand linkingand linkingBusinessBusinessplanningplanningFeedback andFeedback andlearninglearningBalancedscorecard6666The Balanced ScorecardThe balanced scorecard is more thanThe balanced scorecard is more thana performance
77、measurement technique.a performance measurement technique.Innovative CEOs used the balance scorecardInnovative CEOs used the balance scorecardnot only to clarify and communicate strategy,not only to clarify and communicate strategy,but also to manage strategy.but also to manage strategy.They are usi
78、ng the measurement focusThey are using the measurement focusof the scorecard to accomplishof the scorecard to accomplishcritical management processes.critical management processes.6767The Balanced ScorecardClarify and translate vision and strategyClarify and translate vision and strategyCommunicate
79、and link strategicCommunicate and link strategicobjectives and measuresobjectives and measuresPlan, set targets, and alignPlan, set targets, and alignstrategic initiativesstrategic initiativesEnhance strategic feedback and learningEnhance strategic feedback and learningKaplan/NortonKaplan/Norton6868
80、The EndIf you have questions or comments If you have questions or comments regarding this presentation,regarding this presentation,please feel free to contact Mike Werner atplease feel free to contact Mike Werner atmwernermiami.edumwernermiami.edu or by phone at 305-321-1139 or by phone at 305-321-1139 . .
