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文化の差異を越えた BSC のグローバル化 Japanese Companies American Companies Adapted from “Essence of Failure,” by I. Nonaka Vague Defined Mission and Vision Incremental Grand Design Strategy Formulation Process Operational Efficiency Differentiation / Uniqueness Competitive Edge Bottom Up (or Middle-Up-Down) Top Down Decision Making Implicit / Nonverbal / Closed Explicit / Verbal / Open Communication Style Process Orientation Outcome Orientation Performance Evaluation Single Culture / Cooperative Diversified Culture / Competitive Work culture
The BSC is more than just a strategy execution management tool. Over the time, i t promotes dynamic organizational learning on the management platform as a whole and accelerates its evolution.
If used appropriately without losing momentum, the BSC could gradually deepen the management understanding on the quality of management platform and trigger its evolution.
The BSC can flexibly integrate various management methodologies and philosophies such as risk management, six sigma, and CSR concept. Therefore, an organization should use it creatively. In fact, creative customization of the BSC based on the double loop organizational learning is the best way to make it more suitable for the organization.
Cross-cultural experience that arises from the global use of the BSC provides excellent opportunities for advancing and innovating the management platform. Therefore, global organization should consider it as a competitive advantage rather than as an extra obstacle or burden for implementing the BSC.