This Powerpoint presentation describes the fundamental elements of the management tool known as the Balanced Scorecard. It covers the fundamental building blocks of Balanced Scorecard, It's important, it's relation to strategy, a case study using this approach and how BSC can be used in improving quality, time and throughput of a company.
This Powerpoint presentation describes the fundamental elements of the management tool known as the Balanced Scorecard. It covers the fundamental building blocks of Balanced Scorecard, It's important, it's relation to strategy, a case study using this approach and how BSC can be used in improving quality, time and throughput of a company.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
PETI - Planejamento Estratégico de Tecnologia da InformaçãoWagner Silva
A partir da inovação contínua de tecnologias, da grande quantidade e velocidade de informações na internet e da importância destas informações na competitividade, a Tecnologia da Informação (TI), juntamente com os Recursos Humanos (RH), tem sido o fator de sucesso e diferenciação para qualquer que seja a organização no mundo globalizado no qual nos encontramos. Por isso, pretendemos expor a importância da implantação do Planejamento Estratégico de Tecnologia da Informação (PETI), que abrange o planejamento dos sistemas de informações, conhecimentos e informática, em toda e qualquer empresa, seja ela pública ou privada.
Caso desejem uma cópia enviem-me um e-mail solicitando. O e-mail está na página: http://inanyplace.blogspot.com/)
Bem, o BSC é uma nova abordagem para a Administração Estratégica, desenvolvida por Robert Kaplan e David Norton em meados de 1990.
Reconhecendo algumas fraquezas e incertezas da abordagem prévia da administração, a abordagem do BSC provê uma prescrição clara sobre o que as empresas deveriam medir para equilibrar a perspectiva financeira.
No seu cerne é um Sistema de Gestão - não apenas um Sistema de Medidas - que habilita as organizações a clarear sua visão e estratégia, traduzindo-as em ações.
O modelo tradicional de medidas financeiras não é abandonado, continua relatando acontecimentos passados numa abordagem da era industrial, mas adequadas para orientar e avaliar a trajetória das empresas na era da informação.
O BSC complementa essas medidas do passado com medidas dos vetores que derivam da visão e da estratégia da empresa, as quais impulsionam o desempenho futuro.
Por isso a estrutura do BSC mede o desempenho organizacional sobre suas quatro perspectivas.
O BSC sugere que a empresa seja vista a partir dessas quatro perspectivas e, para desenvolver medidas, colete dados e os analise sobre o foco de cada perspectiva.
Apresentação elaborada para o curso de MBA em Engenharia de Redes e Telecomunicações, módulo Governaça Corporativa e Governaça de TI, da UNIP - Sorocaba.
A apresentação aborda os principais aspectos do documento "Plano Estratégico de Tecnologia da Informação", elaborado para uma empresa fictícia.
Compreender os conceitos e as diversas características presentes no processo de Alinhamento Estratégico entre as áreas de Negócio e de Tecnologia da Informação, bem como os principais modelos propostos - Slides referentes à participação em Estágio Docência no Mestrado em Administração da UFS na disciplina 'Gestão de TI'
Apresentação de Fernando Porfírio e Max Brito sobre alinhamento estratégico em TI na disciplina Sistemas de Informação e Decisão Gerencial do PPGA/UFRN.
Planejamento Estratégico
Estudo para Avaliar uma viabilidade da abertura da empresa, nossa metodologia Consiste em:
Pesquisa Concorrência de mercado, fornecedores, nicho de mercado, aceitação dos serviços e produtos, análise de riscos (pontos fortes e fracos e oportunidades e ameaças), Elaboração da missão e visão da empresa.
Para as micro e pequenas empresas já existentes, Elaboramos um planejamento estratégico onde serão as diretrizes estabelecidas e todas Definidas as ações com base na reformulação dos conceitos e práticas ADOTADAS nas áreas gerenciais, administrativas e operacionais, com o objetivo de Atingir melhores resultados de uma forma melhor aproveitar as oportunidades e os recursos (humanos e financeiros), para o crescimento e estruturação dos negócios.
O Planejamento Estratégico Consiste em:
Definir Missão e Visão, identificar o posicionamento da empresa sem mercado, análise criteriosa de riscos e oportunidades (ambiente interno e externo), Objetivos e Metas ESTABELECER acompanhado por um indicador de desempenho.
I have used this presentation to help small companies get an understanding how to setup a strategy that is user friendly and can apply to their project model
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
Evaluating the Organizational development in ODL by BSC ModelShahram Honarmayeh
My speech outlines cover the following concepts:
ODL, Organization, Organizational Structure, The balnced scorecard, Stakeholders, Scorecard, Performance
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. Definition
What is the Balanced Scorecard?
The scorecard emerged in response to organizations’ gap between short-term financial activities
and long-term strategy.
It is not a replacement for budgeting but merely a complement in the sense allows businesses to
set performance benchmarks in non-financial areas.
Performance standards are specifically applied to four perspectives: customer relations,
finance, internal processes and learning and growth.
To ensure that both short-term and long-term goals are correlated, the scorecard relies on four
processes: translating the vision, communicating and linking, business planning and feedback
and learning.
provides stakeholders with a comprehensive measure of how the organization is progressing
towards the achievement of its strategic goals.
3. The Goal of Alignment
Poor Organizational Alignment
Vision &
Goals
Good Organizational Alignment
Vision &
Goals
4. Objectives
To achieve strategic objectives.
To provide quality with fewer resources.
To eliminate non-value added efforts.
To align customer priorities and
expectations with the customer.
To track progress.
To evaluate process changes.
To continually improve.
To increase accountability.
5. Uses
How is the Balanced Scorecard used?
Translating the vision: helping all employees understand how their day-to-day work
contributes to long-term goals.
Communicating and linking: disseminating long-term goals both up and down an
organizational hierarchy, ensuring that both departmental and individuals objectives are in
alignment.
Business planning: taking long-term strategy and using it as the basis for how resources and
capital are allocated.
Feedback and learning: the scorecard enables strategic and real-time learning because it
measures daily performance and spending in the context of overarching goals, allowing
organizations to make necessary changes.
6. Framework
Measurement is the
language that gives clarity
to vague concepts.
Measurement is used to
communicate, not to
control.
Building the scorecard
develops consensus and
teamwork throughout the
organization.
"If we succeed, how will
we look to our
shareholders?”
The Vision
Financial Perspective
"To achieve my vision,
how must I look to my
customers?”
Customer Perspective
"To satisfy my customer,
at which processes must
I excel?”
Internal Perspective
"To achieve my vision, how
must my organization learn
and improve?”
Organization Learning
7. Issues and Solutions
The Balanced Scorecard addresses these issues:
Problems
1. The Vision Barrier
2. The People Barrier
Solutions
1. Translating the Vision
o Identify strategic objectives, linkages,
measures, targets and initiatives
2. Linking the Organization
o Communicate and align with the strategy
o Define individual contribution to the
strategy
o Link to performance management and
compensation
8. Issues and Solutions
Continuation,
Problems
3. The Operational Barrier
4. The Management Barrier
Solutions
3. Aligning Resources with the Strategy
o Prioritize strategic initiatives
o Link planning and budgeting to the
strategy
4. Feedback and Learning
o Focus management meetings on strategic
priorities
o Provide measurement feedback
o Test strategic hypotheses
9. Strategic Performance Management System
Strategic Direction
Create Environment For
Change
Communicate Strategies
Define Objectives
Implement BSC
Balanced Scorecard
Measure Performance
Improve Processes
Evaluate and Adjust
Continuous Improvement
Redefine InitiativesLinking it all together…
10. The Balance Scorecard
LEARNING & GROWTH
To achieve our goals, how
must we learn, communicate
and grow?
INTERNAL
To satisfy our customers and
stakeholders, in which business
processes must we excel?
FINANCIAL/REGULATORY
To satisfy our constituents,
what financial & regulatory
objectives must
we accomplish?
CUSTOMER
To achieve our vision,
what customer needs must
we serve?
11. Learning and Growth
To achieve our goals and accomplish core
activities, how must we learn,
communicate and work together?
Possible Performance Measures:
o Employee Satisfaction
o Retention and Turnover
o Training Hours and Resources
o Technology Investment
12. Internal Perspective
To satisfy our customers, in which business
processes must we excel?
Possible Performance Measures:
o Cycle Time
o Completion Rate
o Workload and Employee Utilization
o Transactions per employee
o Errors or Rework
13. Customer Perspective
To achieve our vision, what customer
needs must we serve?
Possible Performance Measures:
o Customer Satisfaction (Average)
o Satisfaction Gap Analysis (Satisfaction
vs. Level of Importance)
o Satisfaction Distribution (% of each area
scored)
14. Financial / Regulatory Perspective
To satisfy our constituents, what financial
and regulatory objectives must we
accomplish?
Possible Performance Measures:
o Cost / Unit
o Unfunded Requirements or Projects
o Cost of Service
o Budget Projections and Targets
15. Measurement
Why Measure?
To determine how effectively and efficiently the process or
service satisfies the customer.
To identify improvement opportunities.
To make decisions based on FACT and DATA
Measurement Should:
Translate customer expectations into goals.
Evaluate the quality of processes.
Track our improvement.
Focus our efforts on our customers.
Support our strategies.
16. Targets
“If you don’t know where you’re going, you’re probably not
gonna get there.” -- Forrest Gump
Targets need to be set for all measures
Should have a “solid basis”
Give personnel something for which to aim
If achieved will transform the organization
Careful not to develop measures/targets in a fragmented
approach:
i.e. Asking people to increase customer satisfaction
has to be backed up with the knowledge, tools, and means to
achieve that target.
17. Responsibilities
The Leadership Team:
Develops the division’s vision, strategy and goals
Develops organizational objectives and targets
Provides leadership, endorsement and vision for the
project
Clears barriers to scorecard progress
The Core Team:
Drafts the strategy map and scorecard
Works with employees to develop measures supporting
strategic objectives
Works with the Leadership Team to plan and implement
the Balanced Scorecard in the FAS Division
18. Notes
The Balance Scorecard is a Feedback
Tool
It is not a Strategy or Quality program
Think of it as a “Dashboard”
Should be done in addition to the other
Quality Improvement Initiatives:
o Six-Sigma
o Lean
o Design for Six-Sigma
19. Strategy is about Choices
There are several ways or strategies to cross the river
o Build a boat
o Build a raft
o Build a helicopter
o Build a bridge
o Dig a tunnel
Each can be successful in achieving the goal.