Harvard’s
Robert Kaplan earned great fame for his work in measuring financials.
Now he has turned his attention to intangibles like HR.
() Most
companies don’t embrace the textbook approach to performance
measurement by following the Balanced Scorecard to the letter. In the
real world, most scorecards are unbalanced, reflecting the key drivers
of a company’s success.
() A
problem that many organizations are facing is how to take the last
step from the Critical Result Areas to manageable measures. How do we
manage the BSC. What behaviors and results on individual level are
critical and how do we manage these?
() How
strategic measurement can improve performance; tips on setting up
strategic measurement systems.
() Briefly
reviews the context for the increased interest in more explicitly
valuing intangible assets and explores the strengths and weaknesses of
current approaches involving Intellectual Capital, the Balanced
Scorecard (BSC), and Knowledge Management.
() Applying
balanced scorecard principles to project management can help you view
all the elements, linking them together in a chain of cause and effect,
helping to deliver the value of your project.
() Using
balanced scorecards to explain and implement strategy to people
throughout the organization.
() The
balanced scorecard measures an organization’s performance from a
broader perspective than the traditional financial view alone.
Implementation involves leadership, technology and cultural change,
but the results can be well worth the effort.
ИНСТРУМЕНТЫ
() ARIS BSC supports the documentation and analysis as well as
the implementation and integration of all strategic objectives,
critical factors, key performance indicators and measures for managing
your company. Due to the transparency of cause-and-effect
relationships between strategic objectives, the company strategy can
be implemented and communicated uniformly throughout all company
levels. [PDF файл 125 Кб]
РЕКОМЕНДОВАННАЯ
ЛИТЕРАТУРА
Robert S. Kaplan David P. Norton
Hardcover, 336pp. ISBN: 0875846513. Publisher: Harvard
Business School Publishing. August 1996 The
Balanced Scorecard is a revolutionary framework which translates a
company's vision and strategy into a coherent set of performance
measures. In addition, it is a tool to channel the energies, abilities,
and specific knowledge held by employees toward achieving long-term
goals. "A landmark achievement."-- Michael Hammer, author of
Reengineering the Corporation. Measurement
and Management in the Information Age / Why Does Business Need a
Balanced Scorecard? / Financial Perspective / Customer Perspective /
Internal-Business-Process Perspective / Learning and Growth
Perspective / Linking Balanced Scorecard Measures to Your Strategy /
Structure and Strategy / Achieving Strategic Alignment: From Top to
Bottom / Targets, Resource Allocation, Initiatives, and Budgets /
Feedback and the Strategic Learning Process / Implementing a Balanced
Scorecard Management Program / Appendix Building a Balanced Scorecard Купить на Barnes & Noble.com >>
Robert S. Kaplan, David P. Norton
Hardcover, 400pp., ISBN: 1578512506, Publisher: Harvard
Business School Publishing. September 2000 In
The Strategy-Focused Organization, Robert Kaplan and David Norton
share the results of ten years of learning and research into more than
200 companies that have implemented the Balanced Scorecard. Drawing
from more than twenty in-depth case studies - including Mobil, CIGNA,
Nova Scotia Power, and AT&T Canada - Kaplan and Norton illustrate
how Balanced Scorecard adopters have taken their groundbreaking tool
to the next level. These organizations have used the scorecard to
create an entirely new performance management framework that puts
strategy at the center of key management processes and systems. Creating
the Strategy-Focused Organization / How Mobil Became a
Strategy-Focused Organization / Part One: Translating the Strategy to
Operational Terms / Building Strategy Maps / Building Strategy Maps in
Private Sector Companies / Strategy Scorecards in Nonprofit,
Government, and Health Care Organizations / Part Two: Aligning the
Organization to Create Synergies / Creating Business Unit Synergy /
Creating Synergy through Shared Services / Part Three: Making Strategy
Everyone's Everyday Job / Creating Strategic Awareness / Defining
Personal and Team Objectives / The Balanced Paycheck / Part Four:
Making Strategy a Continuous Process / Planning and Budgeting /
Feedback and Learning Part Five: Executive Leadership to Mobilize
Change / Leadership and Mobilization / Avoiding the Pitfalls /
Frequently Asked Questions Купить на Barnes & Noble.com >>
Оценочные индикаторы – инструмент,
который помогает управлять созданием
стоимости компании. Оценочные
индикаторы позволяют узнать,
достигнуты ли поставленные цели,
удовлетворены ли потребности клиента,
контролируются ли процессы,
протекающие внутри организации,
необходимы ли усовершенствования в
организации бизнеса и где именно.
Предоставлено проектом 
