Balanced Scorecard Implementation
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The document discusses creating an implementation plan for a Balanced Scorecard. The plan should include who will be involved in designing the scorecard, what software tools will be used, who will design indicators and strategy maps, and how the scorecard will be updated, revised, and implemented across business units. The plan also needs to consider three viewpoints: strategic goals, key performance indicators, and initiatives that link actions to indicators.
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The big picture of the Balanced Scorecard
Balanced Scorecard can help improve your company’s performance. To facilitate BSC in boosting your business performance, you first have to understand how the system works from the inside. Learn more: http://www.bscdesigner.com/get-the-big-picture-about-balanced-scorecard-its-connections-and-roles.htm
Why Balanced Scorecard and BSC Designer
A quick overview of what companies might need to use the Balanced Scorecard framework and automate it with BSC Designer Software.
Balanced scorecard overview slides
The Balanced Scorecard is a strategic planning and management system used to translate an organization's mission and strategy into a comprehensive set of performance measures. It provides top-level managers with a fast but comprehensive view of the organization from four important perspectives: financial, customer, internal business processes, and learning and growth. The document outlines the key components of a Balanced Scorecard including objectives, measures, initiatives and cause-and-effect linkages across the four perspectives. It also discusses how to cascade the Balanced Scorecard throughout an organization.
Balanced Scorecard Templates
This document provides information about and advertisements for various balanced scorecard templates and software. It describes over 40 editable PowerPoint template slides for balanced scorecards, an Excel template for balanced scorecards and key performance indicators, and balanced scorecard design software that generates HTML, Excel and PowerPoint reports and allows for strategy mapping and scorecard cascading. The software and templates are aimed at helping users develop and present balanced scorecards.
Balanced Scorecard implementation in SMEs: From theory to practice
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
Balanced scorecard H & N
This document provides an overview of the balanced scorecard method. It explains that a balanced scorecard translates business strategy into performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. It lists goals and example measures for each perspective. The balanced scorecard helps companies implement strategy, align organization, link budget to strategy, and identify strategic initiatives. While it clarifies strategy, its disadvantages are that it is not a decision making tool and can include only lagging measures.
Balance scorecard kpi
The Balanced Scorecard (BSC) is a strategic planning and management system that was created in 1992 by Robert Kaplan and David Norton of the Harvard Business School. The BSC helps clarify an organization's vision and strategy, and translates them into measurable objectives in four important perspectives: financial, customer, internal business processes, and learning and growth. It provides a framework for aligning business activities to the organization's strategic goals. The BSC also allows organizations to monitor performance against strategic goals through appropriate metrics and strategic initiatives. The execution of a BSC involves six stages: developing the strategy, planning the strategy, aligning the organization, planning operations, monitoring and learning, and testing and adapting.
Balance score card presentation 02
Yeah My dear folks i was uploaded the FCFC board of BSC, it should be help to Beef up the organisation process & its productivity
Recommended
The big picture of the Balanced Scorecard
Balanced Scorecard can help improve your company’s performance. To facilitate BSC in boosting your business performance, you first have to understand how the system works from the inside. Learn more: http://www.bscdesigner.com/get-the-big-picture-about-balanced-scorecard-its-connections-and-roles.htm
Why Balanced Scorecard and BSC Designer
A quick overview of what companies might need to use the Balanced Scorecard framework and automate it with BSC Designer Software.
Balanced scorecard overview slides
The Balanced Scorecard is a strategic planning and management system used to translate an organization's mission and strategy into a comprehensive set of performance measures. It provides top-level managers with a fast but comprehensive view of the organization from four important perspectives: financial, customer, internal business processes, and learning and growth. The document outlines the key components of a Balanced Scorecard including objectives, measures, initiatives and cause-and-effect linkages across the four perspectives. It also discusses how to cascade the Balanced Scorecard throughout an organization.
Balanced Scorecard Templates
This document provides information about and advertisements for various balanced scorecard templates and software. It describes over 40 editable PowerPoint template slides for balanced scorecards, an Excel template for balanced scorecards and key performance indicators, and balanced scorecard design software that generates HTML, Excel and PowerPoint reports and allows for strategy mapping and scorecard cascading. The software and templates are aimed at helping users develop and present balanced scorecards.
Balanced Scorecard implementation in SMEs: From theory to practice
In theory, Balanced Scorecard implementation is a clear and not so complicated process. While the implementation and usage of a performance management system in large companies has been thoroughly analyzed, the characteristics of the SMEs raise question on how should a Balanced Scorecard be customised and implemented in order to generate the benefits a SME needs.
Balanced scorecard H & N
This document provides an overview of the balanced scorecard method. It explains that a balanced scorecard translates business strategy into performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. It lists goals and example measures for each perspective. The balanced scorecard helps companies implement strategy, align organization, link budget to strategy, and identify strategic initiatives. While it clarifies strategy, its disadvantages are that it is not a decision making tool and can include only lagging measures.
Balance scorecard kpi
The Balanced Scorecard (BSC) is a strategic planning and management system that was created in 1992 by Robert Kaplan and David Norton of the Harvard Business School. The BSC helps clarify an organization's vision and strategy, and translates them into measurable objectives in four important perspectives: financial, customer, internal business processes, and learning and growth. It provides a framework for aligning business activities to the organization's strategic goals. The BSC also allows organizations to monitor performance against strategic goals through appropriate metrics and strategic initiatives. The execution of a BSC involves six stages: developing the strategy, planning the strategy, aligning the organization, planning operations, monitoring and learning, and testing and adapting.
Balance score card presentation 02
Yeah My dear folks i was uploaded the FCFC board of BSC, it should be help to Beef up the organisation process & its productivity
Put it-all-together: Business or Balanced Scorecard, KPIs, Strategy Map
Any professional involved in the Balanced Scorecard drew a well-known 4 sector diagrams on the flip chart. Popular 4 perspectives of the Balanced Scorecard seem to be everywhere, but are they the most important part? What is the best way to explain to someone about a Balanced Scorecard concept?
For my opinion, instead of talking about 4 perspectives it makes much more sense to focus on strategies (including generic ones) and the cause-and-effect connection between business objectives.
What do you think? How do you explain the basics of the Balanced Scorecard if someone asks you?
The balanced score card
The Balanced Scorecard is a strategic planning and management system that translates an organization's vision and mission statements into concrete objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. It helps organizations align activities, monitor progress, and motivate employees to achieve strategic goals. The Balanced Scorecard approach involves understanding an organization's current state, developing objectives and metrics, selecting software, gathering ongoing feedback, and continuously improving processes to enhance performance.
Balance scorecard costing - Rajan Chhangani
The balanced scorecard is a performance measurement framework that translates an organization's strategy into clear objectives across four perspectives: financial, customer, internal processes, and learning and growth. It helps organizations track performance against strategic goals, align individual and team goals, and provide feedback to improve strategy. The balanced scorecard retains traditional financial measures but also considers non-financial factors critical for long-term success like customers, internal processes, and innovation. It is an important management tool that communicates strategy throughout the organization and links strategic objectives with goals, initiatives and budgets.
Balanced scorecard approach_Robert S Kaplan
The document discusses the balanced scorecard approach to strategy implementation and management. It provides an overview of key concepts:
- The balanced scorecard translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth.
- It helps organizations execute their strategies more effectively by aligning goals and metrics to the strategy, and by facilitating strategic feedback and learning.
- Early adopters of the balanced scorecard approach were able to reliably and rapidly execute their strategies to achieve breakthrough results within 2-3 years, through creating organizational alignment around the strategy.
- Seven key ingredients make balanced scorecard programs highly successful: leadership, communicating the strategy, linking score
Balanced Scorecard Introduction
The document discusses creating a balanced scorecard to link organizational objectives, initiatives, and measures to its strategy. It provides an overview of what a balanced scorecard is, noting it measures progress toward strategic goals across financial, customer, internal process, and learning/growth perspectives. It outlines the steps to create a strategy map first to clarify the organization's strategy before developing performance measures in a balanced scorecard.
Why Balanced Scorecard and BSC Designer
The document discusses the benefits and widespread use of the balanced scorecard approach for strategy execution. It notes that over 50% of large enterprises use some type of balanced scorecard. The balanced scorecard allows companies to link objectives and initiatives, monitor performance, and ensure employees understand how their work ties to company strategy. Automating the balanced scorecard with software like BSC Designer helps companies scale balanced scorecard implementation across departments to fully realize benefits like improved strategy execution and business performance.
Balanced Scorecard Presentation For Gemba
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Balance score card
The document discusses the Balanced Scorecard, a strategic planning and management system used to align business activities with organizational vision and strategy. It does this by monitoring performance against strategic goals across four perspectives: financial, customer, internal business processes, and learning and growth. Key measures are identified for each perspective. The Balanced Scorecard framework translates strategy into objectives and measures across the four perspectives, allowing an organization to track strategic performance and progress.
Balance Score Card
The document discusses the balanced scorecard framework. It was developed by Kaplan and Norton as a strategic planning and management system that adds non-financial metrics to traditional financial measures. It includes four perspectives: financial, customer, internal business processes, and learning and growth. Companies use it to translate strategy into objectives and measures, communicate strategy, align initiatives, and provide strategic feedback. The balanced scorecard process involves defining measurement architecture, specifying strategic objectives, choosing measures, and developing an implementation plan. Successful implementation requires commitment from senior leadership and integrating it into the organizational culture.
Principles of Balanced Scorecard
The balanced scorecard was introduced in 1992 by Robert Kaplan and David Norton. It aims to provide organizations with a more 'balanced' view of performance than traditional financial measures alone. The balanced scorecard augments financial measures with non-financial metrics in key areas like customer satisfaction, internal processes, and learning and growth. It helps companies translate their mission and strategy into objectives and measures across these four perspectives and align initiatives, resource allocation, and individual goals to the strategic goals.
Balanced score card
The document summarizes the Balanced Scorecard framework. It discusses that the Balanced Scorecard was created in 1992 by Kaplan and Norton to align business activities with organizational strategy. It balances financial and non-financial metrics as well as short-term and long-term measures across four perspectives: financial, customer, internal processes, and learning and growth. The Balanced Scorecard is used to translate strategy into action through strategic maps and scorecards that measure performance against strategic goals. Key success factors for implementation include executive sponsorship, involvement of leaders and employees in development, and viewing it as a long-term process rather than short-term project.
Balance Score Card
The document discusses the balanced scorecard approach and organizational capabilities. It presents the four perspectives of the balanced scorecard: learning and growth, internal business process, customer, and financial. It then lists and defines 12 key organizational capabilities such as talent, innovation, customer connectivity, and efficiency. For each capability, it provides an explanation and suggestions for ways to evaluate and track that capability within an organization.
Balanced Scorecard Model
The document discusses the Balanced Scorecard model, which is a performance measurement system developed at Harvard Business School. It provides a holistic view of an organization's performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, leading and lagging performance indicators are identified that have a cause-and-effect relationship. The Balanced Scorecard model helps organizations communicate their strategy and track progress towards strategic goals. It is a tool that can be used to plan, measure, and control performance according to a predefined strategy.
Balanced Scorecard Application
ActuateOne for Performance Analytics ensures users have all the functionality needed to create self-service, tactical, operational and strategic dashboards and scorecards of any enterprise data, allowing them to visualize, analyze, manage and improve complex business variables in a single collaborative environment with minimal reliance on IT. Unlike traditional data visualization tools, ActuateOne for Performance Analytics moves beyond “displaying the data” to delivering a comprehensive view of enterprise intelligence, which allows users to not only understand the cause and effect relationships of business events, metrics and KPIs, but also what’s been done and what’s being planned to capitalize on opportunities and to fix problem areas.
http://www.actuate.com/customers-solutions/applications/performance-analytics-software/
Balanced score card
The Balanced Scorecard is a strategic planning and management system used to align business activities to the organization's vision and strategy, improve internal and external communications, and monitor performance against strategic goals. It balances financial and non-financial metrics in four key areas: financial, customer, internal business processes, and learning and growth. Implementing a Balanced Scorecard requires executive sponsorship, involvement of leaders and employees in development, choosing a champion, and viewing it as a continual process rather than a short-term project.
Balanced Score Card
- Functions of score card
- How to implement score card
- How score card conduct
- Examples of how score cards are used in finance, government & hospital
Webinar: The Balanced Scorecard What Does It Mean And How To Implement It
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.
For model i balanced score card with parameters defined
The document discusses an internal audit team developing and implementing a balanced scorecard to achieve excellence. It presents a sample balanced scorecard with objectives in four categories: learning growth, internal processes, customer perspective, and finance perspective. Metrics and targets are identified for monitoring progress over the current and next two years. The scorecard aims to improve audit practices, processes, customer satisfaction, and cost management through quantitative and qualitative tracking.
45100505 balance-scorecard-ppt
The Balance Scorecard is a management tool that provides stakeholders with a comprehensive measure of an organization's progress toward achieving its strategic goals. It balances financial and non-financial measures, short and long-term measures, and performance drivers with outcome measures. The Balance Scorecard leads to strategic focus and organizational alignment. It has four perspectives: financial, customer, internal process, and learning and growth. Each perspective has strategic objectives that are important for an organization to measure.
The Balanced Scorecard
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.
How to convince the stakeholders to use the Balanced Scorecard concept | BSCD...
The Balanced Scorecard is a business tool recognized world-wide by companies' executives. The secret of the successful BSC project is that all key employees, business owners, and top managers are involved. Research show that the biggest challenge during the implementation of the BSC is a motivational problem. Before starting a Balanced Scorecard project it is necessary to explain this business approach to all stakeholders so that they would buy into the design of the Balanced Scorecard and in the future became active users of this business tool. More: http://www.bscdesigner.com/
Business and strategy scorecards - free webinar
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Put it-all-together: Business or Balanced Scorecard, KPIs, Strategy Map
Any professional involved in the Balanced Scorecard drew a well-known 4 sector diagrams on the flip chart. Popular 4 perspectives of the Balanced Scorecard seem to be everywhere, but are they the most important part? What is the best way to explain to someone about a Balanced Scorecard concept?
For my opinion, instead of talking about 4 perspectives it makes much more sense to focus on strategies (including generic ones) and the cause-and-effect connection between business objectives.
What do you think? How do you explain the basics of the Balanced Scorecard if someone asks you?
The balanced score card
The Balanced Scorecard is a strategic planning and management system that translates an organization's vision and mission statements into concrete objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. It helps organizations align activities, monitor progress, and motivate employees to achieve strategic goals. The Balanced Scorecard approach involves understanding an organization's current state, developing objectives and metrics, selecting software, gathering ongoing feedback, and continuously improving processes to enhance performance.
Balance scorecard costing - Rajan Chhangani
The balanced scorecard is a performance measurement framework that translates an organization's strategy into clear objectives across four perspectives: financial, customer, internal processes, and learning and growth. It helps organizations track performance against strategic goals, align individual and team goals, and provide feedback to improve strategy. The balanced scorecard retains traditional financial measures but also considers non-financial factors critical for long-term success like customers, internal processes, and innovation. It is an important management tool that communicates strategy throughout the organization and links strategic objectives with goals, initiatives and budgets.
Balanced scorecard approach_Robert S Kaplan
The document discusses the balanced scorecard approach to strategy implementation and management. It provides an overview of key concepts:
- The balanced scorecard translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth.
- It helps organizations execute their strategies more effectively by aligning goals and metrics to the strategy, and by facilitating strategic feedback and learning.
- Early adopters of the balanced scorecard approach were able to reliably and rapidly execute their strategies to achieve breakthrough results within 2-3 years, through creating organizational alignment around the strategy.
- Seven key ingredients make balanced scorecard programs highly successful: leadership, communicating the strategy, linking score
Balanced Scorecard Introduction
The document discusses creating a balanced scorecard to link organizational objectives, initiatives, and measures to its strategy. It provides an overview of what a balanced scorecard is, noting it measures progress toward strategic goals across financial, customer, internal process, and learning/growth perspectives. It outlines the steps to create a strategy map first to clarify the organization's strategy before developing performance measures in a balanced scorecard.
Why Balanced Scorecard and BSC Designer
The document discusses the benefits and widespread use of the balanced scorecard approach for strategy execution. It notes that over 50% of large enterprises use some type of balanced scorecard. The balanced scorecard allows companies to link objectives and initiatives, monitor performance, and ensure employees understand how their work ties to company strategy. Automating the balanced scorecard with software like BSC Designer helps companies scale balanced scorecard implementation across departments to fully realize benefits like improved strategy execution and business performance.
Balanced Scorecard Presentation For Gemba
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Balance score card
The document discusses the Balanced Scorecard, a strategic planning and management system used to align business activities with organizational vision and strategy. It does this by monitoring performance against strategic goals across four perspectives: financial, customer, internal business processes, and learning and growth. Key measures are identified for each perspective. The Balanced Scorecard framework translates strategy into objectives and measures across the four perspectives, allowing an organization to track strategic performance and progress.
Balance Score Card
The document discusses the balanced scorecard framework. It was developed by Kaplan and Norton as a strategic planning and management system that adds non-financial metrics to traditional financial measures. It includes four perspectives: financial, customer, internal business processes, and learning and growth. Companies use it to translate strategy into objectives and measures, communicate strategy, align initiatives, and provide strategic feedback. The balanced scorecard process involves defining measurement architecture, specifying strategic objectives, choosing measures, and developing an implementation plan. Successful implementation requires commitment from senior leadership and integrating it into the organizational culture.
Principles of Balanced Scorecard
The balanced scorecard was introduced in 1992 by Robert Kaplan and David Norton. It aims to provide organizations with a more 'balanced' view of performance than traditional financial measures alone. The balanced scorecard augments financial measures with non-financial metrics in key areas like customer satisfaction, internal processes, and learning and growth. It helps companies translate their mission and strategy into objectives and measures across these four perspectives and align initiatives, resource allocation, and individual goals to the strategic goals.
Balanced score card
The document summarizes the Balanced Scorecard framework. It discusses that the Balanced Scorecard was created in 1992 by Kaplan and Norton to align business activities with organizational strategy. It balances financial and non-financial metrics as well as short-term and long-term measures across four perspectives: financial, customer, internal processes, and learning and growth. The Balanced Scorecard is used to translate strategy into action through strategic maps and scorecards that measure performance against strategic goals. Key success factors for implementation include executive sponsorship, involvement of leaders and employees in development, and viewing it as a long-term process rather than short-term project.
Balance Score Card
The document discusses the balanced scorecard approach and organizational capabilities. It presents the four perspectives of the balanced scorecard: learning and growth, internal business process, customer, and financial. It then lists and defines 12 key organizational capabilities such as talent, innovation, customer connectivity, and efficiency. For each capability, it provides an explanation and suggestions for ways to evaluate and track that capability within an organization.
Balanced Scorecard Model
The document discusses the Balanced Scorecard model, which is a performance measurement system developed at Harvard Business School. It provides a holistic view of an organization's performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, leading and lagging performance indicators are identified that have a cause-and-effect relationship. The Balanced Scorecard model helps organizations communicate their strategy and track progress towards strategic goals. It is a tool that can be used to plan, measure, and control performance according to a predefined strategy.
Balanced Scorecard Application
ActuateOne for Performance Analytics ensures users have all the functionality needed to create self-service, tactical, operational and strategic dashboards and scorecards of any enterprise data, allowing them to visualize, analyze, manage and improve complex business variables in a single collaborative environment with minimal reliance on IT. Unlike traditional data visualization tools, ActuateOne for Performance Analytics moves beyond “displaying the data” to delivering a comprehensive view of enterprise intelligence, which allows users to not only understand the cause and effect relationships of business events, metrics and KPIs, but also what’s been done and what’s being planned to capitalize on opportunities and to fix problem areas.
http://www.actuate.com/customers-solutions/applications/performance-analytics-software/
Balanced score card
The Balanced Scorecard is a strategic planning and management system used to align business activities to the organization's vision and strategy, improve internal and external communications, and monitor performance against strategic goals. It balances financial and non-financial metrics in four key areas: financial, customer, internal business processes, and learning and growth. Implementing a Balanced Scorecard requires executive sponsorship, involvement of leaders and employees in development, choosing a champion, and viewing it as a continual process rather than a short-term project.
Balanced Score Card
- Functions of score card
- How to implement score card
- How score card conduct
- Examples of how score cards are used in finance, government & hospital
Webinar: The Balanced Scorecard What Does It Mean And How To Implement It
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.
For model i balanced score card with parameters defined
The document discusses an internal audit team developing and implementing a balanced scorecard to achieve excellence. It presents a sample balanced scorecard with objectives in four categories: learning growth, internal processes, customer perspective, and finance perspective. Metrics and targets are identified for monitoring progress over the current and next two years. The scorecard aims to improve audit practices, processes, customer satisfaction, and cost management through quantitative and qualitative tracking.
45100505 balance-scorecard-ppt
The Balance Scorecard is a management tool that provides stakeholders with a comprehensive measure of an organization's progress toward achieving its strategic goals. It balances financial and non-financial measures, short and long-term measures, and performance drivers with outcome measures. The Balance Scorecard leads to strategic focus and organizational alignment. It has four perspectives: financial, customer, internal process, and learning and growth. Each perspective has strategic objectives that are important for an organization to measure.
The Balanced Scorecard
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.
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Put it-all-together: Business or Balanced Scorecard, KPIs, Strategy Map
Put it-all-together: Business or Balanced Scorecard, KPIs, Strategy Map
Webinar: The Balanced Scorecard What Does It Mean And How To Implement It
Webinar: The Balanced Scorecard What Does It Mean And How To Implement It
For model i balanced score card with parameters defined
For model i balanced score card with parameters defined
Viewers also liked
How to convince the stakeholders to use the Balanced Scorecard concept | BSCD...
The Balanced Scorecard is a business tool recognized world-wide by companies' executives. The secret of the successful BSC project is that all key employees, business owners, and top managers are involved. Research show that the biggest challenge during the implementation of the BSC is a motivational problem. Before starting a Balanced Scorecard project it is necessary to explain this business approach to all stakeholders so that they would buy into the design of the Balanced Scorecard and in the future became active users of this business tool. More: http://www.bscdesigner.com/
Business and strategy scorecards - free webinar
How to describe vague strategic ideas in a form of a clear business strategy and communicated these ideas to your employees so that they know exactly what they need to do.
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Startup company need to have a crystal-clear understanding of their strategy, and need to explain the idea to the potential investors.
Learn more http://www.bscdesigner.com/bsc-for-a-startup.htm
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A journey from a bad kpi to an excellent strategy
When I face a business challenge I'm trying to see the root of the problem. Having a quick-fix solution is fine, but what if a quick-fix solution is not possible unless fundamental issues are resolved. I see this often with KPIs. People ask to help with KPIs for this or for that, but the problem that they actually experience is a fundamental one - they have a vague strategy that is hard to follow.
Recently I had a conversation with Pablo, one of our Spain-based customers. His company is a leading national manufacturer and his question was about a KPI to help with the poor performance of their business. Our dialog was really insightful for both of us. Pablo sorted out things about strategy and KPIs; I was able to trace verbally the problem of a bad KPI back to its root - a poorly formulated strategy.
The result is not an article, but a dialog between me and Pablo. Together we completed a journey from a pointless KPI request to ideas about formulating a better strategy:
http://www.bscdesigner.com/a-journey-from-a-bad-kpi-to-an-excellent-strategy.htm
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Key Performance Indicators (KPIs) should be used to understand performance and drive better decision-making. However, most companies struggle to find the vital few KPIs. Here is a list of the 25 top KPIs is use today.
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This document provides guidance on designing effective key performance indicators (KPIs). It recommends involving both top managers and line-level managers in the design process. Good indicators should not repeat each other but together describe 90% of the business unit. Indicators also need to be easy to measure and understand. The number of indicators in each category should be kept low, ideally three or four, to avoid overloading the scorecard. More details on designing KPIs can be found at the listed website.
Lean management
Lean management aims to maximize customer value through reducing waste. It addresses issues like prolonged cycle times, high costs, waste, and dissatisfied customers/employees. The balanced scorecard is a tool used in lean management with four perspectives - financial, customer, business processes, and learning and growth. Alternatives to lean management include Six Sigma, scientific management, Fordism, and the theory of constraints. Lean management focuses on overall process improvement compared to alternatives that target individual systems.
Sales pitch evaluation form
This document contains a template for evaluating two presenters pitching a product or service. It includes criteria for assessing both non-verbal and verbal communication as well as content. Scores from 1-2 are given across multiple categories to evaluate eye contact, use of space, conviction, vocabulary, projection, pronunciation, hook, features discussed, arguments made, use of visuals, and closing remarks. Total marks out of 20 are calculated for each speaker.
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Bsc software
The document discusses different types of balanced scorecard software. It notes that while Excel is easy to use, it is not suitable for growing or updating scorecards. ERP systems focus on financials and have limited scorecard capabilities. Dedicated scorecard software is best but varies - some focus on processes rather than the balanced scorecard. The document provides a checklist for choosing software, including whether it supports key performance indicators, strategy maps, and cascading scorecards across business units. It recommends trying BSC Designer software which has free and full-featured trial versions.
BSC Partners
This document discusses partnering with BSC Designer Partnership to promote their Balanced Scorecard software. The Balanced Scorecard concept is a popular business performance management methodology. BSC Designer offers both desktop and web-based Balanced Scorecard software that is easy for customers to implement. Potential partners can earn money by selling licenses of the BSC Designer software to businesses and consultants looking to improve their strategy execution.
بطلقات الأداء المتوازن BSC
The Balanced Scorecard is used by 50% of Fortune 1000 companies to implement strategy across all levels of an organization. BSC Designer software supports Balanced Scorecard implementation from setting goals to tracking KPIs. Experts agree the Balanced Scorecard should cascade throughout departments and teams. BSC Designer allows collaboration at all levels and connecting to data sources to accurately report performance. Organizations see improved results with a Balanced Scorecard including increased profits when linked to middle management incentives. BSC Designer can be downloaded for a free trial.
Business Process Strategy
The document discusses aligning a business process strategy with enterprise goals. It emphasizes defining the business model, value propositions for customers, and key business processes. A business process strategy should link processes, customer value, and shareholder objectives through a strategy map and balanced scorecard. Metrics should track goals from the perspectives of shareholders, customers, and business processes. Developing this alignment through deliverables like a strategy map is important before implementing new technology like BPM solutions to ensure the investment pays off and meets enterprise objectives.
Create a balanced scorecard123 steps
The document provides instructions for creating a balanced scorecard in Microsoft SharePoint 2010 using PerformancePoint Services. It describes how to create scorecards, strategy maps, and dashboards to display key performance indicators (KPIs) across financial, customer, internal, and learning & growth perspectives. The document contains steps for defining KPIs, creating data connections, building the scorecard and strategy map components, and assembling the complete balanced scorecard dashboard.
Create a balanced scorecard
This document provides steps for creating a balanced scorecard in PerformancePoint using Dashboard Designer, including defining KPIs, creating data connections, building the individual KPIs across financial, customer, internal, and learning & growth perspectives, and assembling the scorecard and a corresponding strategy map.
Four Tips for Successfully Implementing Your CAD System
Acquiring a new tool is only the first step in improving your business. To get the most out of that tool, you must use it correctly, treat it with the proper care, and examine how it will impact your existing process. If you fail to prepare or jump right into using the tool, you’ll get a limited return on your purchase, at best - and at worst, you’ll interrupt your workflow and affect productivity, setting you back hours, days, and even weeks.
In this 16 page white paper, we outline the steps successful companies have followed when deploying a new CAD system.
To know more contact Engineering Technique (an Authorized Reseller of SOLIDWORKS 3d cad software). www.enggtechnique.com
Four Tips For Successfully Implementing Your CAD System
Congratulations! You have just purchased new 3D CAD software that promises to help your engineers design innovative products faster and with fewer errors. The steps outlined in this paper should help your company realize the benefits of your new toolset.
7 Golden Rules for Creating KPI Dashboard Software
KPI dashboard software or best KPI dashboard tools are too much essential to display industry
achievement rightly to the management or anyone. Depending on your industry, some KPI dashboard software might be a better fit than others and as a result, the selection of the right KPI tracking software is
very important. KPI tracking tools are used to track all KPI data considering the business goals of the organization. KPI dashboard software or KPI tools always try to produce an analytical report which will be easily understandable by everyone.
7 Golden Rules for Creating KPI Dashboard Software
KPI dashboard software or best KPI dashboard tools are too much essential to display industry
achievement rightly to the management or anyone. Depending on your industry, some KPI dashboard software might be a better fit than others and as a result, the selection of the right KPI tracking software is
very important. KPI tracking tools are used to track all KPI data considering the business goals of the organization. KPI dashboard software or KPI tools always try to produce an analytical report which will be easily understandable by everyone.
Software Company Business Plan Example
The Software Company Business Plan outlines the strategic vision, goals, and operational framework for a software-focused enterprise. It encompasses market analysis, product/service offerings, marketing strategies, financial projections, and organizational structure. The plan aims to guide the company in achieving sustained growth, innovation, and competitiveness in the dynamic software industry.
Bsc designer
Balanced Scorecard Designer is a software that allows users to create balanced scorecards to align business activities with organizational strategy, improve performance monitoring, and facilitate strategic planning. The software allows users to build strategic trees with objectives and key performance indicators (KPIs), assign weights and values to KPIs, export scorecards to Excel or HTML formats, and integrate with other systems through its API. It provides a library of standard metrics to help users design scorecards for their industry.
PulseCheck 2016 | How we built new customer success organizational structure...
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
abstract
This document discusses implementing a Balanced Scorecard performance management system. It examines using the Balanced Scorecard model to evaluate company performance from multiple perspectives beyond just financial results. The document analyzes applying the model to a sports store chain in Hungary called Decathlon Hungary Kft. It describes how the company's strategy was divided into elements and objectives mapped to the Balanced Scorecard's financial, customer, internal process, and learning and development perspectives. Key performance indicators were identified for each objective. The document concludes that while Decathlon Hungary uses some Balanced Scorecard components, further indicators could help monitor some sub-goals and critical learning and development projects.
Using SMART KPI for Actionable Results: Advanced Strategies
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B303
The document provides information about the "Balanced Scorecard 2009" conference, including dates, location, agenda items, speakers, and registration details. The conference aims to teach attendees how to implement balanced scorecards to advance organizational strategy and goals. Over two days and optional workshops, topics will include developing measures, cascading scorecards, leadership, and monitoring performance. Attendees can earn up to 15 CPE credits. The conference will be held in Arlington, VA in December 2009.
Business plan template for a startup business
https://austin.score.org/resource/business-plan-template-startup-business
Business Plan Template for a Startup Business
eXampleCG Balanced Scorecard Overview
The Balanced Scorecard is a strategic performance management framework that allows managers to track activities and monitor consequences. It presents a blend of financial and non-financial measures compared to targets in a concise report. The four perspectives of the Balanced Scorecard are financial, customer, internal business processes, and innovation and learning. Software applications have been developed to automate data collection and reporting for Balanced Scorecards.
Maximizing Return on ERP Investment
This document provides tips for organizations to maximize their return on investment from implementing an ERP system. It recommends establishing the right implementation teams, reviewing business goals, understanding what the software can do, defining processes to improve, considering implementation options, training end users, defining key performance indicators to measure, communicating expectations, measuring ROI after implementation, and continually improving and measuring. Doing these things helps ensure the ERP implementation meets objectives efficiently and that the system's performance is tracked over time.
Mis notes unit 2 -BBA/BCA
Planning involves determining goals, strategies, and processes to achieve goals. Corporate planning creates a strategy to meet business goals and improve the business. It examines internal capabilities and lays out strategies using those capabilities. A corporate plan acts as a roadmap by outlining goals, vision, resources, objectives, and strategies. Strategic planning defines an organization's strategy and allocates resources to pursue the strategy. It guides implementation and involves stakeholders in analysis to relate to the operating environment.
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Using SMART KPI for Actionable Results: Advanced Strategies
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Sistema de Desdobramento de Estratégias em 5 Passos da BSC Designer
Aprenda a implementar eficazmente uma estratégia complexa desdobrando os objetivos de alto nível em várias scorecards e, dentro de cada scorecard, decompondo esses objetivos em metas, KPIs, iniciativas e riscos. A descrição e o desdobramento deficientes da estratégia são as causas principais do fracasso das estratégias. Este sistema inclui a criação de um espaço de trabalho estratégico, o desdobramento de estratégias em scorecards, a criação de scorecards de apoio, a decomposição de objetivos de alto nível e a conexão/alinhamento de scorecards por dados e contexto. Automatize o desdobramento de estratégias com a plataforma da BSC Designer.
Sistema de Despliegue de Estrategias en 5 Pasos por BSC Designer
Aprenda a implementar eficazmente una estrategia compleja desglosando los objetivos de alto nivel en varias tarjetas de puntuación y, dentro de cada tarjeta, descomponiendo esos objetivos en metas, KPIs, iniciativas y riesgos. La descripción y el despliegue deficientes de la estrategia son las causas principales del fracaso de las estrategias. Este sistema incluye la creación de un espacio de trabajo estratégico, el desglose de estrategias en tarjetas de puntuación, la creación de tarjetas de apoyo, la descomposición de objetivos de alto nivel y la conexión/alineación de tarjetas por datos y contexto. Automatice el despliegue de estrategias con la plataforma de BSC Designer.
Strategy Deployment: A Comprehensive Five-Step System
Learn how to effectively deploy complex strategies with BSC Designer's proven five-step system. This video guides you through defining high-level strategies, cascading them into scorecards, creating functional scorecards for governance and compliance, decomposing objectives into actionable goals, and aligning all elements to form a cohesive strategy. Discover how BSC Designer can automate this process and enhance your organization's strategic execution.
Simplifying Strategy Deployment in Complex Business Environments
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Risk Management: Key Risk Indicators for Strategic Planning
Explore practical approaches to integrating risk management into strategic planning using ISO 31000 standards. Learn how to systematically assess, analyze, and treat risks with stakeholder-aware methods. The article details defining early sign indicators, quantifying risk attributes like probability and impact, and implementing risk mitigation plans. Discover tools and techniques to align risk management with strategic objectives, including using BSC Designer for tracking and visualizing risks through dashboards and scorecards.
How To Implement Strategic Planning in a Complex Environment
Explore practical strategies for implementing strategic planning in complex environments with BSC Designer. This guide delves into the intricacies of aligning high-level goals with actionable sub-goals, utilizing strategic planning frameworks, and addressing challenges such as performance measurement and readiness for future challenges. Learn how to decompose strategies, integrate stakeholders, and utilize tools like Balanced Scorecard and OKR.
Ideal for senior leadership, strategy teams, and operational teams looking to streamline their strategic planning processes and create a cohesive, data-driven strategy.
What it Actually Takes to Automate Strategy
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Effective Stakeholder Management in Strategic Planning
Explore the critical role of stakeholders in strategic planning with this detailed guide. Learn about the evolution from shareholder to stakeholder theory, practical methods for stakeholder analysis, and management techniques using BSC Designer software.
This comprehensive resource covers identifying and prioritizing stakeholders, aligning their needs with organizational goals, and quantifying the value created. Ideal for strategists and business leaders aiming to enhance strategic planning processes through effective stakeholder engagement.
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
KPI Template: 12 Steps to a Perfect KPI
What is a perfect KPI? It should have a name, baseline, target, strategic goal behind it, updated regularly, being used according to certain scenario, induce right behavior, etc.
In this presentation we'll discuss a KPI template that consists of 12 steps that help to generate right KPIs.
Reference:
KPI Template (article) https://bscdesigner.com/kpis-guide.htm#kpitemplateinfographic
BSC Designer (software): https://bscdesigner.com/try-bscdesigner
Startup KPIs and Balanced Scorecard
What KPIs should a startup use? Why and how build a Balanced Scorecard for a startup? Learn more: https://bscdesigner.com/startup-kpis.htm
Main topics of the presentation:
- General diagram
- 1. Attraction KPIs
- 2. Engagement KPIs
- 3. Value KPIs
- 4. Retention KPIs
- 5. Economic KPIs
- Automation software
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10 principles for designing quality control scorecard and KPIs
A Balanced Scorecard is not positioned as a quality control tool, but regularly I see among our users efforts to integrate quality-related metrics into their Balanced Scorecards, or simply create a KPI scorecards with a bulk of different quality indicators. I've compiled the list of 10 best practices that we've learned from these cases.
As always, I'd like to hear your opinion. Do you use quality indicators on your business scorecard?
Based on: http://www.bscdesigner.com/10-tips-about-using-business-scorecard-and-kpis-for-ongoing-quality-control.htm
How to find leading measures - ready to use guide
How do you find "leading" metrics?
I think everyone will agree that in the business scorecard there should be a balanced set of lagging and leading metrics. Business experts are exercising in explaining the difference (I'm not an exception, the last attempt is using a golf metaphor). But the main mystery remains unsolved - how do we find those excellent leading metrics?
In this article (http://www.bscdesigner.com/find-leading-measures.htm) I shared my thoughts. My method is about a mix of calculations, social research methods, scientific measurement and conducting tests under artificial conditions (a/b tests in simple words). I cannot say that it works for me in 100% of the cases, but at least it is a good starting point for me and my clients.
I'm interested in the opinion of the group members about the suggested approach, and I'm interested even more in learning the best practices about finding leading measures that work for you.
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Por qué un cuadro de mando integral automatizado con el software BSC Designer
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10 principles for designing quality control scorecard and KPIs
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Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Balanced Scorecard Implementation
- 1. Balanced Scorecard Implementation A bonus mini-lesson from www.ScoreCardTrainings.com
- 2. Implementation plan for BSC We discussed the process of designing and implementing the Balanced Scorecard in the eTraining, “Practical Introduction to the Balanced Scorecard,” available at www.ScoreCardTrainings.com. In this bonus mini-lesson, we will focus on the implementation plan for the Balanced Scorecard. It will require a significant investment to design a Balanced Scorecard for your company and put it into use. As a result, it is obviously necessary to create an implementation plan. Copyright © BSC Designer. More Balanced Scorecard Trainings at www.scorecardtrainings.com.
- 3. What should implementation plan include? First, you should know who will be involved in designing your Balanced Scorecard. Your top managers are not enough! To successfully implement the Balanced Scorecard, you must involve all key members of your team. Second, you need to decide what software tools you will use to support the Balanced Scorecard. If your company is very small, MS Excel might be enough. In a larger company, you will definitely want to consider using some automation tools. BSC Designer software, available at www.BSCdesigner.com, includes a freeware edition, as well as a 30-day free trial of professional edition. Copyright © BSC Designer. More Balanced Scorecard Trainings at www.scorecardtrainings.com.
- 4. Add more details to implementation plan You need to decide who will design your indicators and strategy maps, and who will combine your scorecards into a cascade. You need to plan to update and revise your Balanced Scorecard. After one or two months, you will need to evaluate the scorecard, and find out how well it works in your company. And you need to decide how to implement the Balanced Scorecard in your company. Which business units will use the scorecard? What business problems do they have, and how can you use the Balanced Scorecard to solve those problems? Copyright © BSC Designer. More Balanced Scorecard Trainings at www.scorecardtrainings.com.
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- 6. Learn more To learn more about the Balanced Scorecard, please visit www.ScoreCardTrainings.com. Copyright © BSC Designer. More Balanced Scorecard Trainings at www.scorecardtrainings.com.