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The Business Model Yacht for PERFORMANCE MANAGERS, BALANCED SCORECARD (BSC) PRACTITIONERS, and LEAN STARTUPS

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The Business Model Yacht for PERFORMANCE MANAGERS, BALANCED SCORECARD (BSC) PRACTITIONERS, and LEAN STARTUPS

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The Balanced Scorecard (BSC), originated by Robert Kaplan and David Norton, is the world's most popular tool for performance management. However, the Balanced Scorecard is weakly integrated with the concept and tools of Business Model Innovation. The above presentation features, on one page, the Business Model Yacht (for documenting a business model) and Balanced Scorecard (for managing the performance of a business model). One benefit is more effective performance management for greater business profitability.

http://goo.gl/0dMMDv

The Balanced Scorecard (BSC), originated by Robert Kaplan and David Norton, is the world's most popular tool for performance management. However, the Balanced Scorecard is weakly integrated with the concept and tools of Business Model Innovation. The above presentation features, on one page, the Business Model Yacht (for documenting a business model) and Balanced Scorecard (for managing the performance of a business model). One benefit is more effective performance management for greater business profitability.

http://goo.gl/0dMMDv

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The Business Model Yacht for PERFORMANCE MANAGERS, BALANCED SCORECARD (BSC) PRACTITIONERS, and LEAN STARTUPS

  1. 1. #VCYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ AcNviNes Internal Resources Inputs/ Partners Channels & RelaNon-­‐ ships Product/ Service V: Value Engine (Proposi9on/Strategy) Present (Done): Problem/Reality Future (To Do): Solu1on/Goal Balanced Scorecard Canvas (“As Is”) Balanced Scorecard Canvas (“To Be”) Persp. Goal Obj Strat Metrics Fin Cust Proc Empl Big Urgent Market Problem Mission/Vision (Sustaining) Persp./Trend Metrics Finance Customer Process Employees (Disrup9ve) Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments q Sa9sfied q Overshot q Undershot q Non-­‐customers
  2. 2. Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. 10 8 6 4 2 #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN 10 8 6 4 2 COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ AcNviNes Internal Resources Inputs/ Partners Channels & RelaNon-­‐ ships Product/ Service V: Value Engine (Proposi9on/Strategy) Balanced Scorecard Canvas (“As Is”) Balanced Scorecard Canvas (“To Be”) 0 i ii iii iv FINANCE CUSTOMER PROCESS EMPLOYEES Present (Done): Problem/Reality Future (To Do): Solu1on/Goal Big Urgent Market Problem Mission/Vision (Sustaining) (Disrup9ve) 0 i ii iii iv Customer Segments q Sa9sfied q Overshot q Undershot q Non-­‐customers

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