Professional Documents
Culture Documents
Balanced Scorecard
Balanced Scorecard
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Why do it?
Mission – What we do
Business
Strategy
Business
Processes
Performance Stakeholder
Measurement Value
A business process is a
System collection of linked business Propositions
A management process that activities that enable or
deliver goods, services, Descriptions of the “give
is used to monitor business
information or money and get” relationships
activities and thereby
between the firm and each
facilitate achievement of the
of its stakeholders, relative
firm’s objectives
to alternatives
© 2004 Superfactory™. All Rights Reserved.
Environmental Scan
Strengths Weaknesses
Opportunities Threats
A Model for
Values
Strategic
Planning
Mission &
Vision
Strategic Issues
Strategic Priorities
Operational Scorecards;
Identify the most important processes to be monitored
Sophistication
of Balanced scorecard
Measurement Economic value added
Systems
Quality-related operating measures
Activity-based costing
Operating measures
Traditional accounting measures
Time
© 2004 Superfactory™. All Rights Reserved. 21
The Balanced Scorecard
various perspectives
Perspectives
Strategic Objectives
Metrics
Targets
Goals Measures
Goals Measures
Communicate Strategies
Define Objectives
Implement BSC
Balanced Scorecard
Measure Performance
Improve Processes
INTERNAL
To satisfy our customers and
stakeholders, in which business
processes must we excel?
o Cycle Time
o Completion Rate
o Workload and Employee Utilization
o Transactions per employee
o Errors or Rework
o Employee Satisfaction
o Retention and Turnover
o Training Hours and Resources
o Technology Investment
“Traditional” BSC
Four levels
“If you don’t know where you’re going, you’re probably not
gonna get there.”
Forrest Gump
i.e. Asking people to increase customer satisfaction has to be backed up with the
knowledge, tools, and means to achieve that target.
Product Leadership
Customer Intimacy
Customer, technology,
Once the strategy has been defined, loosing the picture focus and
delving into the details
Continuous re-visiting of the strategy to test the hypothesis
Organizational agility
Buckingham, Marcus and Coffman, Curt. First, Break All the Rules
The Gallup Organization, 1999