By Nils-Göran Olve, Carl-Johan Petri, Jan Roy, Sofie Roy
The concept that of the Balanced Scorecard has develop into more and more renowned within the worldwide company international as a device for balancing company procedure with monetary issues, purchaser care, inner enterprise approaches, and studying and development. This ebook specializes in the hands-on reviews of businesses throughout a huge diversity of organisations at either operational and board point. Drawn from situations within the united kingdom, Europe, the U.S., and Japan, the booklet exhibits that even though Balanced Scorecard has been followed generally, it really is practiced in numerous varieties and with various levels of luck. Making Scorecards Actionable is helping in growing and speaking a complete finished technique to all organizational individuals from the pinnacle down.
* offers a long term view of what the company's strategic targets particularly are.
* indicates the right way to utilize wisdom won via experience.
* Demonstrates the necessary flexibility of any such procedure to deal with the fast-changing enterprise environment.
* This ebook presents a practice-based persist with on from the winning functionality Drivers by way of Olve, Roy and Welter (0471 986232)
Readership: Operational managers, experts, and company scholars.
Read Online or Download Making Scorecards Actionable : Balancing Strategy and Control PDF
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Additional info for Making Scorecards Actionable : Balancing Strategy and Control
Sample text
5, which comes from Nordea, another of the case companies which is discussed much more extensively later. They call their strategic goals focus areas, while actions are called initiatives. (The reader may find it confusing that terms such as strategic goals are used differently between organizations. ) Yet another way of visualizing scorecards is used in the county government of Jönköping, which we discuss more later in the book. They use a cobweb diagram to condense in one graph targets and achieved performance.
2 is a strategic theme aiming to improve the customer base; in the middle, improving customer value; and to the right, improving internal efficiency. It will be seen that some of the themes interact. We have also indicated through a feedback loop that improved financial health is a precondition for being able to afford continued development work. Over time, the process depicted in a strategy map should play out as a selfreinforcing ‘virtuous circle’: succeeding in our ambitions should breed further success.
If it has not got any walls, it will be no company, and if it does not have a roof rain and snow will destroy the walls and the foundation. The house was inspired by Kaplan and Norton’s idea behind the BSC and its different perspectives. To customize the model to Skandia’s unique situation, a few adjustments were made. One adjustment was the addition of a human perspective, or human focus as Skandia prefer to label it. In Skandia there were several arguments for adding this focus to the model. One was that a separate human focus was needed in order to emphasize that the human resources were seen as the most important resources in the organization.