Your SlideShare is downloading. ×
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Fitt Toolbox Cluster Management Scorecard Final
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Fitt Toolbox Cluster Management Scorecard Final

271

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
271
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. FITT (Fostering Interregional Exchange in ICT Technology Transfer)
  • 2.
    • The Balanced Scorecard methodology is used, to give managers a tool for translating a strategy or a vision into actions and a clear set targets.
    • The Balanced Scorecard methodology can solve the following management problems:
    • Clarify and translate vision and strategy
    • Communicate and link strategic objectives and actions
    • Plan, set targets and align strategic initiatives
    • Enhance strategic feedback and learning
    Balanced Scorecard - Management Tool for Cluster Managers
  • 3. 5 steps for defining the Cluster Management Scorecard Step 1 : Checking the strategy Step 2 Define the structure of the balanced Scorecard Step 3: Setting objectives, targets and strategic initiatives Step 4: Implementation Step 5: Learning effects
  • 4. Step 1: Checking the strategy
    • Strategy is needed
    • Most cluster initiatives don’t have a fully developed strategy
    • First step: identify the real focus and identify the most important objectives (e.g. workshops)
  • 5. Step 2 : Define the structure of the BSC
    • Transform the strategy into four or five perspectives
    • Each perspective is one main topic for the cluster initiative
    • The value of this approach:
      • all relevant targets/aspects are taken into consideration for the strategy
      • it avoids the exclusive focus on just one limited aspect
  • 6. Step 3: Setting objectives, targets and strategic initiatives
    • The objectives of the cluster initiative are conveyed directly from the strategy
    • Focus on the objectives, which are crucial for realising the strategy.
    • Not more than 20 objectives should be written down.
    • For each objective, the following aspects have to be developed:
      • Indicators and measurement categories Find indicators, which help to monitor the achievement of the objectives.
      • Targets For each indicator clear targets have to be defined.
      • Strategic initiatives Strategic initiatives are all actions, which help to reach the objective.
  • 7. Step 4: Implementation
    • Implementation is a complex process
    • A consensus about which perspectives, objectives, indicators and strategic initiatives has to be found with all members of the initiative
    • Members of the cluster initiative need to be involved in the decision-making process (e.g. in workshops for strategy definition)
    • Organisation of workshops to involve all members : normally 1 or 2 workshops are needed to implement a functional Balanced Scorecard.
  • 8. Step 5: Learning effects
    • Implementation of a balanced scorecard is only the first step
    • constant use has to be secured: organize scorecard meetings on a regular basis
    • In these meetings: discuss categories, strategic targets, the current status and problems
    • Collect learning effects: cluster managers can see, which actions supported the realisation of the defined strategy and which actions were without effect.  Constant monitoring  Control and overview of activities  Optimization of actions
  • 9. Who?
    • Stakeholders
      • Cluster managers of German speaking area (Platform is currently only available in German)
      • Facts & Figures
        • MFG: 3 months planning and implementation of the tool
        • External BSC expert involved
        • Target for 2010: 5 cluster initiatives
  • 10. Balanced Scorecards for Cluster Managers PRO’s
    • Improves cluster management
    • Very flexible tool: adoptable to any strategy and objectives
    • Cluster initiatives to structure the complexity of their objectives and to visualize their strategy
    • New ways to measure objectives, which are hard to measure
    • Success can be made ‘visible’ by demonstrating which targets they have reached
    CON’s
    • Implementation and acceptation of the Balanced Scorecard.
    • A long process to develop a functional scorecard, the benefit of this methodology is not evident immediately
    • The challenge is to convince the cluster managers that they really need this important tool
  • 11. Balanced Scorecards for Cluster Managers PRO’s
    • Balance Scorecard creates transparency: why has an objective failed?
    • Supports the learning process, as the tool clearly shows the positive and negative effects of actions
    • Flexible, browser-based software
    • Interactive tool allows everybody’s participation
    • Every member of a cluster initiative can have access to the strategy and can follow objectives of his cluster initiative.
    CON’s
    • Finding of the objectives, targets, indicators and strategic initiatives for the cluster initiative is complex
    • Cluster initiative must find and agree on a common strategy and objectives
  • 12. Why is a Balanced Scorecard useful for cluster initiatives?
    • Challenges rise for cluster initiatives:
    • 1) To translate a vision or strategy into concrete objectives and actions
    • 2) Impact analysis and evaluation is needed for effective management
    • 3) Lack of transparency: the value of efforts and money cannot be proven without a serious evaluation
    • The MFG Monitoring Tool helps to solve these problems:
    • The operationalization of a strategy is the greatest value of the Balanced Scorecard methodology.
    • It offers the possibility to think about the real goals of a cluster initiative
    • It helps to discover the ways, how these goals can be achieved within the next years.
    • The tool enables cluster initiatives to show their success and the importance of their work in a clear and structured way.
  • 13. Lessons Learned
    • It is not always easy to convince the cluster managers of the balanced scorecard methodology  Need to show the benefits (e.g. case studies) and improvements of the management
    • Some recommendations
      • Find a consensus about the vision and strategy of the cluster initiative
      • Involve the members of the cluster initiative
      • Have an (internal or external) cluster expert for the moderation of workshops
      • Define the targets as concrete as possible (SMART-Rule)
      • Do take into account that further developments, updates (technical and content-wise) and maintenance are time-consuming and costly
  • 14. Suggested Readings
    • Link to bibliography: The cluster initiative Green book Clusters: Balancing Evolutionary and Constructive Forces
    • Link to code book: Cluster, Cluster management, Network
    • Link to relevant websites
    • www.kreatek.de
    • www.clusterobservatory.eu
    • www.competitiveness.org/article/library

×