There are three primary organizational designs for global business services (GBS) groups: integrated, infrastructure, and combined. The integrated model has resources located within and reporting to the GBS, while the infrastructure model has resources located in the GBS but reporting to corporate functions. The combined model uses a mix, with transactional resources reporting to the GBS and knowledge-centric resources reporting to functions. Each design balances the needs of the GBS, functions, and business units differently, with the integrated model most effectively achieving cost and compliance goals but less effectively enabling customer intimacy. As companies' GBS models evolve, the combined model has proven effective at balancing these competing priorities. Organizational design must be regularly reviewed to ensure it continues
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
Strategy Maps: Innovation Process - A Book by Robert S Kaplan & David P NortonEndro Catur
This presentation is group presentation work for Knowledge Management System Development I class at Applied Psychology, Graduate School, University of Indonesia
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
Strategy Maps: Innovation Process - A Book by Robert S Kaplan & David P NortonEndro Catur
This presentation is group presentation work for Knowledge Management System Development I class at Applied Psychology, Graduate School, University of Indonesia
BSC Strategy Map PowerPoint Presentation Slides is a tailor-made tool for management teams across all industry verticals. Our highly visual balanced scorecard methodology PPT theme helps you to elucidate value creation by your organization. This comprehensive PowerPoint slideshow assists you in concisely documenting strategic management goals. Impressive data visualization tools allow users to gracefully present data. Utilize Infographics, flowcharts, dashboards, and other diagrams to incorporate visual depth in your BSC strategic planning PPT presentation. Our balanced strategy planning PowerPoint templates provide you with enough virtual and interactive tools to effectively engage your audience. Elaborate on the need, perspectives, and implementation of the BSC management technique through this well-structured PPT slideshow. Easy-to-understand balance scorecard strategy map representation is included in this PowerPoint deck. Present department level scorecards, and BSC execution framework with the help of our professionally crafted PPT templates. Download this business performance management PowerPoint theme and build a methodical and informative presentation within moments. https://bit.ly/30qw1Y5
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
This was our first attempt to create Balanced Score Card. We tried our hand at making a Balanced Score Card for Google Inc. I created it with my two friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
How to convince the stakeholders to use the Balanced Scorecard concept | BSCD...Aleksey Savkin
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/
Do you agree with following assertion?
Except for sales and operations, all other employees have blurred line of sight between organizational and employees’ Objectives?
No “passing score” or objective decision criterion to validate employee performance against organization performance?
Performance based on Subjective trite phrases , rather than OUTCOMES?
Excessive focus on measuring the “job activities” and “attributes” rather than “IMPACT”?
This intervention helps to overcome above challenges by creating verifiable line of sight between employees and organization KPIs.
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
BSC Strategy Map PowerPoint Presentation Slides is a tailor-made tool for management teams across all industry verticals. Our highly visual balanced scorecard methodology PPT theme helps you to elucidate value creation by your organization. This comprehensive PowerPoint slideshow assists you in concisely documenting strategic management goals. Impressive data visualization tools allow users to gracefully present data. Utilize Infographics, flowcharts, dashboards, and other diagrams to incorporate visual depth in your BSC strategic planning PPT presentation. Our balanced strategy planning PowerPoint templates provide you with enough virtual and interactive tools to effectively engage your audience. Elaborate on the need, perspectives, and implementation of the BSC management technique through this well-structured PPT slideshow. Easy-to-understand balance scorecard strategy map representation is included in this PowerPoint deck. Present department level scorecards, and BSC execution framework with the help of our professionally crafted PPT templates. Download this business performance management PowerPoint theme and build a methodical and informative presentation within moments. https://bit.ly/30qw1Y5
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
This was our first attempt to create Balanced Score Card. We tried our hand at making a Balanced Score Card for Google Inc. I created it with my two friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
How to convince the stakeholders to use the Balanced Scorecard concept | BSCD...Aleksey Savkin
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/
Do you agree with following assertion?
Except for sales and operations, all other employees have blurred line of sight between organizational and employees’ Objectives?
No “passing score” or objective decision criterion to validate employee performance against organization performance?
Performance based on Subjective trite phrases , rather than OUTCOMES?
Excessive focus on measuring the “job activities” and “attributes” rather than “IMPACT”?
This intervention helps to overcome above challenges by creating verifiable line of sight between employees and organization KPIs.
Follow these straightforward guidelines to avoid common mistakes to acquisition integration.
Authored by TechCXO's Matt Oess and Greg Smith , you'll get great advice on...
- The Four Most Important Areas to be Managed
- The Proper Cadence of Systems Integration
- Critical "Day One" Execution
Capital markets: The impact of business process operations improvementsGenpact Ltd
While Lean Six Sigma techniques reliably contribute to operational excellence, they do not necessarily identify the full impact of business process improvement programs. Specifically for Six Sigma, there has been reason for much criticism in the past. This article uses a real-life case related to the enhancement of a Capital Markets global business service delivery operation, and describes how to engage “client” and “delivery” executives in order to tightly align technical project execution with business strategy.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Global Business Services (GBS) is gaining a lot of traction among the Global 2000 enterprises as the next transformative upgrade to their global sourcing models. As with all new strategies and ideas, different organizations define GBS differently and have different expectations from this model. This paper attempts to define GBS in a comprehensive manner, as well as discuss how the model evolves and must meet different expectations at each level of its maturity.
From Vision to Victory: Turning Strategy into Resultsstrategyrealized
Unlock the potential of your strategic plans with Strategy Realized. Our proven methodologies bridge the gap between vision and reality, guiding organizations to translate strategy into measurable, impactful results that drive success.
The Retail Store
Where convenience, quality, and community are our purpose.
Mission Statement (who we are): The Retail Store offers our customers convenience, quality, and great
prices. By doing so, we strive to make each and every community a better place to live.
Vision Statement (who we strive to be): The Retail Store strives to be the leading retailer as measured by
fiscal results and community improvement advocacy within every small community.
Fast Facts:
$3.2 million in sales the last fiscal year
Three stores in one state (three different small towns)
Store size = 2,500 square feet
About 2,500 core products from America’s most-trusted manufacturers
Three distribution centers
30 employees
“Must” Objectives:
Achieve annual sales of at least $5 million.
Participate in the improvement of at least 10 low income communities throughout the state.
Expand core product offerings by 10% within a 2-year time frame.
“Want” Objectives:
Expand size of stores by 10%.
Open at least one store in a neighboring state within a 5-year time frame.
activity/comparing_car_prices.pdf
Name Class Date
STUDENT ACTIVITY
Competition in Action: Comparing Car Prices
Competition is key to the market economy. Firms competing with one another cannot
charge too much or they will lose customers.
The effect of competition can often be seen in the new car market. Choose a car model
that interests you. Use print or online sources to find three nearby car dealerships that
sell that model. Find out how much each dealer would charge for the model with the
features you want. Do not include incentives such as cash back, special financing, or free
servicing in the price. Use the table below to show your findings.
Car Model:
Dealer 1 Name:
Dealer 2 Name:
Dealer 3 Name:
Price
Circle the best price. Next, compare any incentives the dealers are offering, such as cash
back, free servicing, or cheaper financing. You plan to borrow 90 percent of the cost with
a 5-year (60-month) loan at 7 percent interest, unless an incentive provides a better rate.
Calculate the effect of dealer incentives on the total cost. Complete the chart below.
Car Model:
Dealer 1 Name:
Dealer 2 Name:
Dealer 3 Name:
1. Total borrowed
2. Value of incentives
3. Total cost
1. How much of a difference is there
between the highest and lowest prices
for the car, excluding incentives?
2. How much of a difference is there
between the prices including incentives?
3. How would you benefit from competition
if you wanted to buy this particular car?
4. Compare your findings with three
classmates. (a) How did the features of
the cars you were shopping for differ? (b)
How much did the prices differ? (c) What
made the greater difference: incentives
or initial prices? (d) Why do you think
that is the case?
12 Cost Eng.
Effective Talent Management Strategy: Selecting Areas of FocusWowledge
Practice 1 of an Effective Talent Management Strategy illustrates how to select areas of focus aligned with business and talent management drivers.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com