Balance Score Card 平衡记分卡【严选材料】

1、,Overview of the Balanced Scorecard Development Process,What Is a Balanced Scorecard?,At the highest level, the Balanced Scorecard is A framework that helps organizations translate strategy into operational objectives that drive both behavior and performance.,Balanced Scorecard History,Measurement a

2、nd Reporting,Alignment and Communication,Enterprise-wide Strategic Management,The Premise Behind the Balanced Scorecard Is that Measurement Motivates Behavior,Internal Process Perspective,Financial Perspective,Learning & Growth Perspective,Customer Perspective,Return on Investment,Price,Quality,Time

3、,Function,Image,Relatio-ship,Value Proposition,Sources of Growth,Sources of Productivity,Technology Infrastructure,Climate for Action,+,+,“Build the Brand”,“Make the Sale”,“Deliver the Product”,“Service Exceptionally”,Revenue Strategy,Productivity Strategy,1.The economic model of key levers driving

4、financial performance,2.The value proposition of target customers,3.The value chain of core business processes,4. The critical enablers of performance improvement, change and learning,The Balanced Scorecard Is Based on an Understanding of the Basic Building Blocks of the Strategy,Staff Competencies,

5、Knowledge, Skills, Systems, and Tools,Financial Results,To Build the Strategic Capabilities.,Needed to Deliver Unique Sets of Benefits to Customers.,To Drive Financial Success.,And Realize the Vision,Equip our People.,Customer Benefits,We Use the Scorecard to Articulate Strategic Hypotheses in Cause

6、-effect Terms,BSC Terminology,% Ground crew trained % Ground crew stockholders,Objectives,Measurement,Market Value Seat Revenue Plane Lease Cost,FAA On Time Arrival Rating Customer Ranking (Market Survey),On Ground Time On-Time Departure,Strategic Theme:Operating Efficiency,Initiative,Cycle time opt

7、imization program,ESOP Ground crew training,Quality management Customer loyalty program,Target,30% CAGR 20% CAGR 5% CAGR,#1 #1,30 Minutes 90%,yr. 1 70%yr. 3 90%yr. 5 100%,Profitability,Financial,Learning,More Customers,Ground Crew Alignment,Lowest Prices,Fewer Planes,Customer,Internal,Fast Ground Tu

8、rnaround,Flight Is on Time,Profitability More Customers Fewer planes,Flight is on -time Lowest prices,Fast ground turnaround,Ground crew alignment,Balanced Scorecard Example,Some of the Indicators of Good Balanced Scorecard,4.Financial LinkageEvery objective can ultimately be related to financial re

9、sults,1.Executive InvolvementStrategic 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 strategy,3. Balance between outcome and leading measures T

10、here should be a balance of outcome measures and leading measures to facilitate anticipatory management,5.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 in actionable terms.,S

11、ome Goals of the Balanced Scorecard,Provide a generic framework to translate strategy into operational terms Create a systems approach to form an integrated Strategic Management Process Provide a clear line of sight to the vision and strategy of the company Provide a tool for communicating the : str

12、ategy, and processes and systems required for implementing the strategy Draw a cause and effect roadmap to stakeholder value shareholder, customer, and employee.,How Does the Scorecard Benefit Your Organization?,Improves management effectiveness by having a shared and actionable view of the strategy

13、 Optimizes and ensures strategic outcomes for a given set of resources Enables employees to work in a coordinated, collaborative fashion towards organizational goals Speeds time to value through faster more informed decision-making on time and resource allocation Accelerates the approach, and its ac

14、curacy to the strategic destination,1993 $275 loss 1998 Top Quartile 1999 $3b spin-off,Brown & Root Engineering (Rockwater),Zeneca Agricultural,Southern Citrus,CIGNA Property & Casualty,ATT Canada,1993 Losing money 1996 # 1 in Niche (growth & profits),1994 BSC introduced 1998 Sales growth 2X industr

15、y Profits competitors,1995,1998,1995 $300M loss 1998 Customer base doubles 1999 $7b spin-off,Shipments on Spec On Time Delivery Rework Absenteeism Employee Turnover Cost per Pound (),70% 89% 6% 10% 100 28.8,97% 98% 2% 1% 31 18.9,Some Results of Balanced Scorecard Users,Chemical Bank,Profits 1993 X 1

16、998 20X,Mobil USM&R,1993 #6 in Profitability 1995 #1 in Profitability #1 in Profitability - Acquired by Exxon,Typically 8-12 Weeks,Step 1 Develop a Project Plan,Step 2 Build a Strategic Architecture,Step 3 Draft a Strategy Map With Linkages And Themes,Step 4 Determine Measures and Targets,Step 5 Sel

17、ect Strategic Initiatives,Step 6 Plan for implementation of the SFO,Balanced Scorecard Six Step Development Process,Typical Balanced Scorecard Project Schedule,Work/Inputs Strategy Documents Draft themes and linkages based on Strategic Destination,Outputs: Agreed upon stretch targets Finalized theme

18、(s) Strategy map,Steps 1 to 3 Are the Basis for the BSC,Work/Inputs Refined strategy Existing measures assigned to objectives Draft measures developed,Outputs: 90% complete linkages Complete measures Measures development plan in place,Step 4: Measures Development,Work/Inputs: Refined linkages and measures Inventory of existing initiatives Proposed new initiatives,Outputs: “Locked in” on objectives and linkages Measures defined Initiatives defined Plan for initiatives review established Plan for implementation,Steps 5 & 6: Initiative Prioritizatio