《BalanceScoreCard平衡记分卡》由会员分享，可在线阅读，更多相关《BalanceScoreCard平衡记分卡（18页珍藏版）》请在金锄头文库上搜索。
1、1Overview of the Balanced Scorecard Development Process2What Is a Balanced Scorecard?3199219962000Balanced Scorecard HistoryMeasurement and ReportingAlignment and CommunicationEnterprise-wide Strategic ManagementArticles in Harvard Business Review:“The Balanced Scorecard Measures that Drive Performa
2、nce” January - February 1992“Putting the Balanced Scorecard to Work” September - October 1993“Using the Balanced Scorecard asa Strategic Management System” January - February 199619962000Acceptance and Acclaim:“The Balanced Scorecard” is translated into 18 languagesSelected by Harvard Business Revie
3、w as one of the “most important management practices of the past 75 years.“4The ConclusionMeasurement Must Be Linked To Strategy StrategyBalancedScorecardMeasurement To Communicate, Not To ControlMeasurement Communicates Values, Priorities And DirectionThe PremiseThe Premise Behind the Balanced Scor
4、ecard Is that Measurement Motivates Behavior5Internal Process PerspectiveInternal Process PerspectiveFinancial PerspectiveFinancial PerspectiveLearning & Growth PerspectiveLearning & Growth PerspectiveCustomer PerspectiveCustomer PerspectiveReturn on InvestmentPriceQualityTimeFunctionImageRelatio-sh
5、ipValue PropositionSources of GrowthSources of ProductivityTechnology InfrastructureClimate for Action+“Build the Brand”“Make the Sale”“Deliver the Product”“Service Exceptionally”Revenue StrategyProductivity Strategy1. The economic model of key levers driving financial performance2. The value propos
6、ition of target customers3. The value chain of core business processes4. The critical enablers of performance improvement, change and learningThe Balanced Scorecard Is Based on an Understanding of the Basic Building Blocks of the StrategyStaff Competencies6Financial Financial ResultsResultsTo Build
7、the Strategic Capabilities.Needed to Deliver UniqueSets of Benefits to Customers.To Drive Financial Success.And Realize the VisionEquip our People.Internal Internal CapabilitiesCapabilitiesCustomer BenefitsWe Use the Scorecard to Articulate Strategic Hypotheses in Cause-effect Terms7ObjectivesFast g
8、round turnaroundStatement of what strategy must achieve and whats critical to its successTarget30 Minutes90%The level of performance or rate of improvement neededCycle time optimizationKey action programs required to achieve objectivesInitiativeMeasurementOn Ground TimeOn-Time DepartureHow success i
9、n achieving the strategy will be measured and tracked Strategic Theme: Operating EfficiencyProfitabilityFinancialLearning MorecustomersGround crew alignmentLowest pricesFewer planesCustomerInternalFast ground turnaroundStrategy Map: Diagram of the cause-and-effect relationships between strategic obj
10、ectivesFlight Is on timeBSC Terminology8% Ground crew trained% Ground crew stockholdersObjectivesMeasurementMarket ValueSeat RevenuePlane Lease Cost FAA On Time Arrival RatingCustomer Ranking (Market Survey)On Ground TimeOn-Time DepartureStrategic Theme:Operating EfficiencyInitiativeCycle time optim
11、ization programESOPGround crew trainingQuality managementCustomer loyalty programTarget30% CAGR20% CAGR5% CAGR#1#130 Minutes90%yr. 1 70%yr. 3 90%yr. 5 100%ProfitabilityFinancialLearning MoreCustomersGround Crew AlignmentLowest PricesFewer PlanesCustomerInternalFast Ground TurnaroundFlight Is on Time
12、ProfitabilityMore CustomersFewer planes Flight is on -timeLowest pricesFast ground turnaroundGround crew alignmentBalanced Scorecard Example9Some of the Indicators of Good Balanced Scorecard4. Financial LinkageEvery objective can ultimately be related to financial results1. Executive InvolvementStra
13、tegic decision makers must validate and own the strategy and related measures 2. Cause-and-Effect RelationshipsEvery objective selected should be part of a chain of cause and effect linkages that represent the strategy3. Balance between outcome and leading measures There should be a balance of outco
14、me measures and leading measures to facilitate anticipatory management5. Linkage of Initiatives and Measures: Each initiative should be based on a gap between baseline and target. A good Balanced Scorecard will “tell the story” of your strategy inactionable terms.10Some Goals of the Balanced Scoreca
15、rdProvide a generic framework to translate strategy into operational termsCreate a systems approach to form an integrated Strategic Management ProcessProvide a clear line of sight to the vision and strategy of the company Provide a tool for communicating the : strategy, and processes and systems req
16、uired for implementing the strategyDraw a cause and effect roadmap to stakeholder value shareholder, customer, and employee.11How Does the Scorecard Benefit Your Organization? Improves management effectiveness by having a shared and actionable view of the strategyOptimizes and ensures strategic outc
17、omes for a given set of resourcesEnables employees to work in a coordinated, collaborative fashion towards organizational goalsSpeeds time to value through faster more informed decision-making on time and resource allocationAccelerates the approach, and its accuracy to the strategic destination12199
18、3 $275 loss1998 Top Quartile1999 $3b spin-offBrown & Root Engineering (Rockwater)Zeneca AgriculturalSouthern CitrusCIGNA Property & CasualtyATT Canada1993 Losing money1996 # 1 in Niche (growth & profits)1994 BSC introduced1998 Sales growth 2X industryProfits competitors199519981995 $300M loss1998 Cu
19、stomer base doubles1999 $7b spin-offShipments on SpecOn Time DeliveryReworkAbsenteeismEmployee TurnoverCost per Pound ()70%89%6%10%10028.897%98%2%1%3118.9Some Results of Balanced Scorecard UsersChemical BankProfits1993 X1998 20XMobil USM&R1993 #6 in Profitability1995 #1 in Profitability1998#1 in Pro
20、fitability1999 - Acquired by Exxon13Typically 8-12 WeeksStep 1Step 1Develop aDevelop aProject PlanProject PlanStep 2Step 2Build aBuild aStrategicStrategicArchitectureArchitectureStep 3Step 3Draft a Draft a Strategy MapStrategy MapWith LinkagesWith LinkagesAnd ThemesAnd ThemesStep 4Step 4Determine De
21、termine Measures and Measures and TargetsTargetsStep 5Step 5Select Strategic Select Strategic InitiativesInitiativesStep 6Step 6Plan for Plan for implementation implementation of the SFOof the SFOBalanced Scorecard Six Step Development Process14Step1:Develop a project planStep 2: Build a strategic a
22、rchitectureStep 3: Uncover strategic linkages and key themesStep 4: Determine Measures and TargetsStep 5: Select Strategic InitiativesStep 6: Plan for ImplementationWeek1 2 3 4 5 6 7 8 9 10 11 12Typical Balanced Scorecard Project Schedule15Steps 1Steps 1Develop aDevelop aProject PlanProject PlanStep
23、 2Step 2Build aBuild aStrategicStrategicArchitectureArchitectureStep 3Step 3UncoverUncoverStrategic Strategic Linkages Linkages and Key and Key ThemesThemesStep 4Step 4Determine Determine Measures and Measures and TargetsTargetsStep 5Step 5Select Priority Select Priority InitiativesInitiativesStep 6
24、Step 6Plan for SFOPlan for SFOImplementationImplementationWork/Inputs Strategy DocumentsDraft themes and linkages based on Strategic DestinationOutputs:Agreed upon stretch targetsFinalized theme(s)Strategy mapAgree upon stretch targetsReview and refine themesRefine and rework draft linkagesDiscuss n
25、ext stepsSteps 1 to 3 Are the Basis for the BSC 16Refine and validate linkagesReview draft measuresDesign new measuresBegin targets discussionPlan for measures developmentWork/InputsRefined strategyExisting measures assigned to objectivesDraft measures developedOutputs:90% complete linkagesComplete
26、measuresMeasures development plan in placeSteps 1Steps 1Define Define Strategic Strategic DestinationDestinationStep 3Step 3Build the Build the Strategic Strategic LinkagesLinkagesStep 4Step 4Determine Determine Measures and Measures and TargetsTargetsStep 5Step 5Select Priority Select Priority Init
27、iativesInitiativesStep 6Step 6Plan for SFOPlan for SFOImplementationImplementationStep 2Step 2Identify Key Identify Key Themes Themes Driving the Driving the StrategyStrategyStep 4: Measures Development17Review and validate linkages and measuresReview existing initiativesBrainstorm new initiativesAl
28、ign/rationalize initiatives to themesWork/Inputs:Refined linkages and measuresInventory of existing initiativesProposed new initiativesOutputs:“Locked in” on objectives and linkagesMeasures definedInitiatives definedPlan for initiatives review establishedPlan for implementationSteps 1Steps 1Define D
29、efine Strategic Strategic DestinationDestinationStep 2Step 2Identify Key Identify Key Themes Themes Driving the Driving the StrategyStrategyStep 3Step 3Build the Build the Strategic Strategic LinkagesLinkagesStep 4Step 4Determine Determine Measures and Measures and TargetsTargetsStep 5Step 5Select P
30、riority Select Priority InitiativesInitiativesStep 6Step 6Plan for SFOPlan for SFOImplementationImplementationSteps 5 & 6: Initiative Prioritization and Implementation Planning18Review/SummaryThe Balanced Scorecard is a framework that helps organizations translate strategy into operational objective
31、s that drive both behavior and performanceThe Balanced Scorecard is based on the premise that measurement motivatesThe scorecard is broken down into four perspectives that are linked The balanced scorecard has benefits across organizationsA typical balanced scorecard project is 12 weeks, during which time we help organizations translate strategy into operational objectives, determine measures, and provide guidance on setting targets and defining strategic initiatives
