Professional Documents
Culture Documents
Balanced Score Card
Balanced Score Card
Management Truism
2
You cannot control what you cannot measure Thus checking is in the heart of the control loop
Atul Kulkarni
Pilot Overheard
3
Yesterday I had used altitude to control the flight. Today I will use speed
Atul Kulkarni
Atul Kulkarni
Twin objectives
5
Atul Kulkarni
Traditional Measures
6
Traditional organizations used financial measures to control their operations Companies like Du-Pont led these efforts These models could not incorporate nonfinancial measures for capturing intangible assets
Atul Kulkarni
We cannot measure (so control) strategically important non financial aspects such as Brand Value (Rolex) Processes (HUL) Human Capital (3M)
Atul Kulkarni
Balanced scorecard retains the financial perspective but also gives equal emphasis to non financial perspectives The scorecard balances use of financial and non-financial measures The scorecard balances the external measures and internal measures The scorecard balances outcome measures and their drivers (lag and lead indicators)
Atul Kulkarni
Strategy of an SBU is articulated on one A4 sheet In all four organizational perspectives and their linkages (alignment) are explicitly considered in making the strategy map
Atul Kulkarni
Four perspectives
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Learning
Process
Customer
Financial
Missio n/Visio n
Atul Kulkarni
Financial Perspective
11
How do the shareholders see the company performance? Core Metrics (common to all) include Return On Equity EVA
Atul Kulkarni
Financial Perspective
12
1.
2. 3. 4.
Company specific metrics Revenue from new products and markets Additional revenue from existing customers Cost Reduction/productivity Asset utilization
Atul Kulkarni
Note these are all lag indicators which will be common for all organizations
Atul Kulkarni
1.
2. 3. 4.
Product service attributes Cost Quality Time Others Customer relationship Brand
These are lead indicators which will differ from company to company. They will depend on the market segment that the company targets.
Atul Kulkarni
Atul Kulkarni
Lead indicator Lag Indicator Animal behavior and earthquake Product that wows is a lead indicator that I will retain my customer (lag indicator)
Atul Kulkarni
Customer Satisfaction
Financial Success
Atul Kulkarni
Internal Process
18
1.
2. 3.
Types of processes Innovation-Identify Market, Create product Operations-Build products, deliver product Post sale- Service customer Parameters of any process: time, cost, quality and flexibility
Atul Kulkarni
Robust processes
Customer Satisfaction
Atul Kulkarni
Processes required to deliver customer value proposition and financial objectives Some processes (that add efficiency) contribute directly to the financial perspective without impacting customer perspective
Atul Kulkarni
Processes which would be required to deliver customer value may be missing as of now. Such processes have to be introduced E.g. construction company having problems with recovery
Atul Kulkarni
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1.
2. 3. 1. 2. 3.
Core Employee satisfaction Employee retention Employee productivity Enablers Staff competencies Climate Technology infrastructure
Atul Kulkarni
Learning
Process
Customer
Financial
Missio n/Visio n
Atul Kulkarni
Importance of metrics
24
Atul Kulkarni
Choice of metrics
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Include lead and lag indicators Beware of starting a tom and jerry game
Atul Kulkarni
Set Targets
26
Atul Kulkarni
Atul Kulkarni
All targets add upActions to achieve targets (initiatives) become more operational as we go down the ladder
Atul Kulkarni
An example
29
Atul Kulkarni
30
Thank You
Atul Kulkarni