BalanceScoreCard平衡记分卡

1、1overview of the balanced scorecard development process2what is a balanced scorecard?at the highest level, the balanced scorecard isa framework that helps organizationstranslate strategy into operational objectives that drive both behavior and performance.3199219962000balanced scorecard historymeasu

2、rement and reportingalignment and communicationenterprise-wide strategic managementarticles in harvard business review:“the balanced scorecard measures that drive performance” january - february 1992“putting the balanced scorecard to work” september - october 1993“using the balanced scorecard asa st

3、rategic management system” january - february 199619962000acceptance and acclaim:“the balanced scorecard” is translated into 18 languagesselected by harvard business review as one of the “most important management practices of the past 75 years.“4the conclusionmeasurement must be linked to strategy

4、strategybalancedscorecardmeasurement to communicate, not to controlmeasurement communicates values, priorities and directionthe premisethe premise behind the balanced scorecard is that measurement motivates behavior5return on investmentpricequalitytimefunctionimagerelatio-shipvalue propositionsource

5、s 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 proposition of target customers

6、3. 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 competencies6to build the strategic capabilities.needed to deliver uniquesets of

7、benefits to customers.to drive financial success.and realize the visionequip our people.customer benefitswe use the scorecard to articulate strategic hypotheses in cause-effect terms7objectivesfast ground turnaroundstatement of what strategy must achieve and whats critical to its successtarget30 min

8、utes90%the level of performance or rate of improvement neededcycle time optimizationkey action programs required to achieve objectivesinitiativemeasurementon ground timeon-time departurehow success in achieving the strategy will be measured and tracked strategic theme: operating efficiencyprofitabil

9、ityfinanciallearning morecustomersground crew alignmentlowest pricesfewer planescustomerinternalfast ground turnaroundstrategy map: diagram of the cause-and-effect relationships between strategic objectivesflight is on timebsc terminology8% ground crew trained% ground crew stockholdersobjectivesmeas

10、urementmarket valueseat revenueplane lease cost faa on time arrival ratingcustomer ranking (market survey)on ground timeon-time departurestrategic theme:operating efficiencyinitiativecycle time optimization programesopground crew trainingquality managementcustomer loyalty programtarget30% cagr20% ca

11、gr5% cagr#1#130 minutes90%yr. 1 70%yr. 3 90%yr. 5 100%profitabilityfinanciallearning morecustomersground crew alignmentlowest pricesfewer planescustomerinternalfast ground turnaroundflight is on timeprofitabilitymore customersfewer planes flight is on -timelowest pricesfast ground turnaroundground c

12、rew alignmentbalanced scorecard example9some of the indicators of good balanced scorecard4. financial linkageevery objective can ultimately be related to financial results1. executive involvementstrategic decision makers must validate and own the strategy and related measures 2. cause-and-effect rel

13、ationshipsevery 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 outcome measures and leading measures to facilitate anticipatory management5. linkage of initiatives and m

14、easures: 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 scorecardprovide a generic framework to translate strategy into operational termscreate a systems approach t

15、o 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 required for implementing the strategydraw a cause and effect roadmap to stakeholder value shareholder,

16、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 outcomes for a given set of resourcesenables employees to work in a coordinated, collaborative fashion to

17、wards organizational goalsspeeds time to value through faster more informed decision-making on time and resource allocationaccelerates the approach, and its accuracy to the strategic destination121993 $275 loss1998 top quartile1999 $3b spin-offbrown & root engineering (rockwater)zeneca agricultu

18、ralsouthern citruscigna property & casualtyatt canada1993 losing money1996 # 1 in niche (growth & profits)1994 bsc introduced1998 sales growth 2x industryprofits competitors199519981995 $300m loss1998 customer base doubles1999 $7b spin-offshipments on specon time deliveryreworkabsenteeismemp

19、loyee 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 profitability#1 in profitability1998 - acquired by exxon13typically 8-12 weeksbalanced scorecard six step devel

20、opment process14step1:develop a project planstep 2: build a strategic architecturestep 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

21、 schedule15work/inputs strategy documents draft themes and linkages based on strategic destinationoutputs: agreed upon stretch targets finalized theme(s) strategy mapagree upon stretch targetsreview and refine themesrefine and rework draft linkagesdiscuss next stepssteps 1 to 3 are the basis for the

22、 bsc 16refine and validate linkagesreview draft measuresdesign new measuresbegin targets discussionplan for measures developmentwork/inputs refined strategy existing measures assigned to objectives draft measures developedoutputs: 90% complete linkages complete measures measures development plan in

23、placestep 4: measures development17review and validate linkages and measuresreview existing initiativesbrainstorm new initiativesalign/rationalize initiatives to themeswork/inputs: refined linkages and measures inventory of existing initiatives proposed new initiativesoutputs: “locked in” on objectives and linkages m