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BalancedScorecard:BasicConceptsBalancedScorecard:11990,ResearcharmofKPMG-Studyin“MeasuringPerformanceintheOrganizationoftheFuture”.BSCHistoryRelyingmainlyonfinancialperformancemeasureswasimpedingtheorganizations’abilitytocreatefuturevalue.Mostcompanieswereimprovingexistingprocessesbutwerenotidentifyingtheonesthatweretrulystrategic.1990,ResearcharmofKPMG-2Whatisit?Managementprocesstoimplementabusinessstrategy.Translatesacompany’sstrategyintoacoherentsetofperformancemeasures.EstablishescauseandeffectrelationshipsbetweenKeyPerformanceIndicators.BalancedScorecard:Managementprocesstoimplemen3Whatisit?I ManageintothefuturenotinthepastBalancedScorecard:Twounderlyingfactors:I Manageintothefuturenoti4Whatisit?ManageintothefuturenotinthepastBalancedScorecard:TheFinancialperspectiveiscriticalbutitonlymeasurespastperformance.TheBSCintroducesadditionalperspectives,thedriversoffuturefinancialperformance.Manageintothefuturenotin5Buildingascorecardcanhelpmanagerslinktoday’sactionswithtomorrow’sgoals=Linklong-termstrategicobjectiveswithshort-termactionsBuildingascorecardcanhelp6Measuresorganizationalperformanceacrossfourbalancedperspectives:FinancialCustomerLearningandGrowthInternal
ProcessStrategicPerspectivesMeasuresorganizationalperfor7FinancialCustomerLearningandGrowthInternal
ProcessStrategicPerspectivesResultsthatthebusinessprovidestoits
shareholdersIdentifiesCustomer,marketsegmentsandvaluepropositionstobedeliveredInfrastructure,people,systemsandprocedures.KeyinternalprocesseswhichdrivethebusinessMeasuresorganizationalperformanceacrossfourbalancedperspectives:FinancialCustomerLearningandI8Whatisit?I ManageintothefuturenotinthepastBalancedScorecard:II Implementingthestrategyrequires4stepsTwounderlyingfactors:I Manageintothefuturenoti9DynamicBSCTranslatingtheVision
CommunicatingandLinking
BusinessPlanningFeedbackandLearning
ClarifyingthevisionGainingconcensusCommunicatingandeducatingSettingGoalsLinkingrewardstoperformancemeasuresSettingTargetsAligningstrategicinitiativesAllocatingresourcesEstablishingmilestonesArticulatingthesharedvisionSupplyingstrategicfeedbackFacilitatingstrategyreviewandlearningManagingStrategy:FourProcessesDynamicTranslatingCommunicatin10PerformanceMeasuresDiagnosticmeasures.
MonitorifthebusinessremainsincontrolStrategicmeasures.
Defineastrategydesignedforcompetitiveexcellence.BSCPerformanceDiagnosticmeasures11StrategicMeasures“Balanced?”Scorecard
Generic
measures.LagIndicators.
CoreoutcomemeasuresProfitability,marketshare,customersatisfaction,etc..PerformancedriversLeadindicatorsDesignedforcompetitiveexcellence.Uniquetothebusinessstrategy“Balanced?”Scorecard
Generic12StrategicMeasures“Balanced”Scorecard
Generic
measuresLagIndicators.
CoreoutcomemeasuresProfitability,marketshare,customersatisfaction,etc.PerformancedriversLeadindicatorsDesignedforcompetitiveexcellence.Uniquetothebusinessstrategy“Balanced”Scorecard
Genericm13“Balanced”ScorecardGeneric
measuresPerformancedriversLongTermObjectivesFinancialsShortTermObjectivesOtherperspectives
“Balanced”ScorecardGenericme14BalancedScorecardEstablishescauseandeffectrelationshipsbetweenKeyPerformanceIndicators(KPI)”:Strategy=
“Setofhypothesesaboutcauseandeffect”EverymeasureintheBSCshouldbeanelementinachainofcause-and-effectrelationshipsthatcommunicatesthestrategy.KPI’s-Cause&EffectRelationshipsBalancedScorecardEstablishes15LearningandGrowthInternalBusinessProcessCustomerFinancialMaximizeProfitabilityImproveCustomerServiceTechnologyInfrastructureNewProducts&ServiceDevelopmentReduceCreditApprovalTimeMinimizeCustomerTurnoverCrossSellingMaximizeProfitabilityImproveCustomerServiceTechnologyInfrastructureNewProducts&ServiceDevelopmentReduceCreditApprovalTimeMinimizeCustomerTurnoverCrossSellingCauseandeffectrelationshipsbetweenKeyPerformanceIndicators(KPI)KPI’s-Cause&EffectRelationshipsLearningInternalBusinessCus16Fillsthevoidthatexistsinthelackofasystematicprocesstoimplementandobtainfeedbackaboutstrategy.Itisacommunicationandlearningsystemnotatooltocontrolbehaviorandtoevaluatepastperformance.BalancedScorecardFillsthevoidthatexistsin17SimplicityManageforthefuturenotthepastFocusonCauseandEffectrelationshipsSystemlinkedtothestrategyActionOrientedFlexibilityBSCKeypoints:Simplicity18BalancedScorecard-BusinessDriversBalancedScorecard19BusinessDrivers(1)CompanyishavinghardtimemeasuringstrategiceffectivenessManycompaniesgothroughtheprocessofcreatingastrategicplanbuthavenowaytomeasureit’seffectiveness‘Doyouknowhowyouaredoingagainstyourstrategicplan?’‘Doesyourstrategicplanincludetheperspectiveofyourcustomer,internalbusinessprocessesandlearningandgrowth?’Manycompaniesgothroughthe20BusinessDrivers(2)CompanyishavingahardtimecommunicatingstrategicgoalstoorganizationCompaniesthathaveastrategicplanoftenhavenowayofdisseminatinginformationtotheirorganizationwithameasurementmechanism‘Howdoyoucommunicatethestrategicplantoindividualsinyourorganization?’‘Doyouhaveanyideahoweffective,organizations,individualsare?’Companiesthathaveastrategi21BusinessDrivers(3)CompanyhasnomechanismtolinkoperationstostrategyItisverydifficultforcompaniestolinktheirdaytodayoperationstotheirstrategy‘Areyouroperationsinsyncwithyourstrategicplan?’Itisverydifficultforcompa22BusinessDrivers(4)CompanyisimplementingadatawarehousebutarehavingdifficultydecidingwhattoputinCompaniesoftendecidetocreateadatawarehousebutdonotalwaysknowwhatinformationiscriticaltoexecutives‘Doesyourdatawarehouseplanincludeinformationforexecutives?’Companiesoftendecidetocrea23BusinessDrivers(5)NewmanagementteamorindividualthatwantstogetaquickunderstandingofcompanyWhenanexecutivejoinsacompanyitisoftendifficulttogetarealunderstandingofwhatisgoingoninthebusiness‘Isthereatoolthatanexecutivecanusetogetaquickreadingonwhatisgoingoninthecompany?’Whenanexecutivejoinsacomp24BusinessDrivers(6)CompanyhasshiftedfocusorhasenteredanewindustryWhencompanieschangetheirfocusorenteranewindustryitisoftendifficulttounderstandwhattheyshouldfocuson.‘WithyourrecentchangetoX,doyouknowwhattofocusontomeetyourstrategicobjectives?’‘Ifsomethingisnotworkingdoyouknowthecause?’Whencompanieschangetheirfo25BusinessDrivers(7)CompanyhasjustdecidedonanewstrategyAcompanymaydecidetochangetheirstrategicdirectionandneedsomehelpknowingwhattofocusonandwhythingshappen‘HaveyoufiguredoutalltheKPI’sforyournewstrategicdirection?’Acompanymaydecidetochange26Oraclesolutionsmap:Requiredproducts平衡的计分卡：基本概念27Oraclesolutionsmap:OptionalProducts平衡的计分卡：基本概念28Enterprisewidedeployment:OBSCcanbedeployedtomanydesktops.Connected/disconnectedcapability:remoteaccessandsyncupviaOracleLiteversionSetupwizard:veryeasytodesignauniquescorecardMatureproductwithcustomerbase:OBSChasbeensuccessfullyimplementedinmanycompaniesOracleKeyStrenghts:Enterprisewidedeployment:O29Companiesareusingthescorecardto:clarifyandupdatestrategy,communicatestrategythroughoutthecompany,alignunitandindividualgoalswiththestrategy,linkstrategicobjectivestolong-termtargetsandannualbudgets,identifyandalignstrategicinitiatives,andconductperiodicperformancereviewstolearnaboutandimprovestrategy.Summary平衡的计分卡：基本概念30演讲完毕，谢谢观看！演讲完毕，谢谢观看！31BalancedScorecard:BasicConceptsBalancedScorecard:321990,ResearcharmofKPMG-Studyin“MeasuringPerformanceintheOrganizationoftheFuture”.BSCHistoryRelyingmainlyonfinancialperformancemeasureswasimpedingtheorganizations’abilitytocreatefuturevalue.Mostcompanieswereimprovingexistingprocessesbutwerenotidentifyingtheonesthatweretrulystrategic.1990,ResearcharmofKPMG-33Whatisit?Managementprocesstoimplementabusinessstrategy.Translatesacompany’sstrategyintoacoherentsetofperformancemeasures.EstablishescauseandeffectrelationshipsbetweenKeyPerformanceIndicators.BalancedScorecard:Managementprocesstoimplemen34Whatisit?I ManageintothefuturenotinthepastBalancedScorecard:Twounderlyingfactors:I Manageintothefuturenoti35Whatisit?ManageintothefuturenotinthepastBalancedScorecard:TheFinancialperspectiveiscriticalbutitonlymeasurespastperformance.TheBSCintroducesadditionalperspectives,thedriversoffuturefinancialperformance.Manageintothefuturenotin36Buildingascorecardcanhelpmanagerslinktoday’sactionswithtomorrow’sgoals=Linklong-termstrategicobjectiveswithshort-termactionsBuildingascorecardcanhelp37Measuresorganizationalperformanceacrossfourbalancedperspectives:FinancialCustomerLearningandGrowthInternal
ProcessStrategicPerspectivesMeasuresorganizationalperfor38FinancialCustomerLearningandGrowthInternal
ProcessStrategicPerspectivesResultsthatthebusinessprovidestoits
shareholdersIdentifiesCustomer,marketsegmentsandvaluepropositionstobedeliveredInfrastructure,people,systemsandprocedures.KeyinternalprocesseswhichdrivethebusinessMeasuresorganizationalperformanceacrossfourbalancedperspectives:FinancialCustomerLearningandI39Whatisit?I ManageintothefuturenotinthepastBalancedScorecard:II Implementingthestrategyrequires4stepsTwounderlyingfactors:I Manageintothefuturenoti40DynamicBSCTranslatingtheVision
CommunicatingandLinking
BusinessPlanningFeedbackandLearning
ClarifyingthevisionGainingconcensusCommunicatingandeducatingSettingGoalsLinkingrewardstoperformancemeasuresSettingTargetsAligningstrategicinitiativesAllocatingresourcesEstablishingmilestonesArticulatingthesharedvisionSupplyingstrategicfeedbackFacilitatingstrategyreviewandlearningManagingStrategy:FourProcessesDynamicTranslatingCommunicatin41PerformanceMeasuresDiagnosticmeasures.
MonitorifthebusinessremainsincontrolStrategicmeasures.
Defineastrategydesignedforcompetitiveexcellence.BSCPerformanceDiagnosticmeasures42StrategicMeasures“Balanced?”Scorecard
Generic
measures.LagIndicators.
CoreoutcomemeasuresProfitability,marketshare,customersatisfaction,etc..PerformancedriversLeadindicatorsDesignedforcompetitiveexcellence.Uniquetothebusinessstrategy“Balanced?”Scorecard
Generic43StrategicMeasures“Balanced”Scorecard
Generic
measuresLagIndicators.
CoreoutcomemeasuresProfitability,marketshare,customersatisfaction,etc.PerformancedriversLeadindicatorsDesignedforcompetitiveexcellence.Uniquetothebusinessstrategy“Balanced”Scorecard
Genericm44“Balanced”ScorecardGeneric
measuresPerformancedriversLongTermObjectivesFinancialsShortTermObjectivesOtherperspectives
“Balanced”ScorecardGenericme45BalancedScorecardEstablishescauseandeffectrelationshipsbetweenKeyPerformanceIndicators(KPI)”:Strategy=
“Setofhypothesesaboutcauseandeffect”EverymeasureintheBSCshouldbeanelementinachainofcause-and-effectrelationshipsthatcommunicatesthestrategy.KPI’s-Cause&EffectRelationshipsBalancedScorecardEstablishes46LearningandGrowthInternalBusinessProcessCustomerFinancialMaximizeProfitabilityImproveCustomerServiceTechnologyInfrastructureNewProducts&ServiceDevelopmentReduceCreditApprovalTimeMinimizeCustomerTurnoverCrossSellingMaximizeProfitabilityImproveCustomerServiceTechnologyInfrastructureNewProducts&ServiceDevelopmentReduceCreditApprovalTimeMinimizeCustomerTurnoverCrossSellingCauseandeffectrelationshipsbetweenKeyPerformanceIndicators(KPI)KPI’s-Cause&EffectRelationshipsLearningInternalBusinessCus47Fillsthevoidthatexistsinthelackofasystematicprocesstoimplementandobtainfeedbackaboutstrategy.Itisacommunicationandlearningsystemnotatooltocontrolbehaviorandtoevaluatepastperformance.BalancedScorecardFillsthevoidthatexistsin48SimplicityManageforthefuturenotthepastFocusonCauseandEffectrelationshipsSystemlinkedtothestrategyActionOrientedFlexibilityBSCKeypoints:Simplicity49BalancedScorecard-BusinessDriversBalancedScorecard50BusinessDrivers(1)CompanyishavinghardtimemeasuringstrategiceffectivenessManycompaniesgothroughtheprocessofcreatingastrategicplanbuthavenowaytomeasureit’seffectiveness‘Doyouknowhowyouaredoingagainstyourstrategicplan?’‘Doesyourstrategicplanincludetheperspectiveofyourcustomer,internalbusinessprocessesandlearningandgrowth?’Manycompaniesgothroughthe51BusinessDrivers(2)CompanyishavingahardtimecommunicatingstrategicgoalstoorganizationCompaniesthathaveastrategicplanoftenhavenowayofdisseminatinginformationtotheirorganizationwithameasurementmechanism‘Howdoyoucommunicatethestrategicplantoindividualsinyourorganization?’‘Doyouhaveanyideahoweffective,organizations,individualsare?’Companiesthathaveastrategi52BusinessDrivers(3)CompanyhasnomechanismtolinkoperationstostrategyItisverydifficultforcompaniestolinktheirdaytodayoperationstotheirstrategy‘Areyouroperationsinsyncwithyourstrategicplan?’Itisverydifficultforcompa53BusinessDrivers(4)CompanyisimplementingadatawarehousebutarehavingdifficultydecidingwhattoputinCompaniesoftendecidetocreateadatawarehousebutdonotalwaysknowwhatinformationiscriticaltoexecutives‘Doesyourdatawarehouseplanincludeinformationforexecutives?’Companiesoftendecidetocrea54BusinessDrivers(5)NewmanagementteamorindividualthatwantstogetaquickunderstandingofcompanyWhenanexecutivejoinsacompanyitisoftendifficulttogetarealunderstandingofwhatisgoingoninthebusiness‘Isthereatoolth
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