Performance Management - 1.La Gestione delle Performance in Azienda
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The document discusses the balanced scorecard framework for creating a strategy map to drive corporate performance. It presents the strategy map template with four perspectives: 1) financial perspective focused on long-term shareholder value through revenue growth and cost efficiency; 2) customer perspective focused on acquisition, retention and satisfaction; 3) internal process perspective focused on key business processes; and 4) learning and growth perspective focused on developing human, organization and information capital. The framework provides strategic objectives for each perspective to measure and track performance.
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The document discusses the balanced scorecard (BSC) framework created by Kaplan and Norton in the 1990s. The BSC is used for strategic management and organizational performance measurement. It balances operations between financial and non-financial aspects and links performance to strategy. The BSC translates vision into objectives across four perspectives - financial, customer, internal processes, and learning and growth. It helps communicate strategy, track key performance indicators, and align budgets and processes with strategic goals. Potential benefits include a holistic strategic focus, competency building, and stakeholder communication. Criticisms are that it requires significant time and effort and may not be suitable for smaller companies.
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The document discusses the balanced scorecard framework for creating a strategy map to drive corporate performance. It presents the strategy map template with four perspectives: 1) financial perspective focused on long-term shareholder value through revenue growth and cost efficiency; 2) customer perspective focused on acquisition, retention and satisfaction; 3) internal process perspective focused on key business processes; and 4) learning and growth perspective focused on developing human, organization and information capital. The framework provides strategic objectives for each perspective to measure and track performance.
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The document discusses how the balanced scorecard framework can help organizations link daily operations to strategic goals. It provides that strategic goals are often not achieved because operational objectives are not aligned with strategic objectives, resources are focused on short-term needs, and management focuses on quarterly results rather than long-term strategy. The balanced scorecard framework creates common ground between strategic and operational performance management by defining objectives and standards, allocating resources, analyzing results, and taking corrective actions through its four phases of planning, implementation, analysis, and adjustment.
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2) The study develops a research model and hypotheses to test these relationships based on prior literature. Surveys will be distributed to managers at Jordanian companies to collect data and empirically analyze the hypotheses.
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History, Development, Current Issues and Recent Research of Balance Scorecard
1) The document discusses a research study that examines the relationship between organizational culture and balanced scorecard implementation. Specifically, it analyzes how outcome orientation, team orientation, innovation, and attention to details influence balanced scorecard adoption.
2) The study develops a research model and hypotheses to test these relationships based on prior literature. Surveys will be distributed to managers at Jordanian companies to collect data and empirically analyze the hypotheses.
3) The research aims to contribute new knowledge about factors affecting balanced scorecard implementation in Jordan and other developing countries in the Middle East.
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References: "Transforming the balanced scorecard from performance measurement to strategic management: Part 1"
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To learn more, visit: https://bit.ly/2T8jUyl
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This presentation explains key concepts in a simple manner using a Harvard Business School Case study on Microsoft as an example.
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Balanced score card
The document discusses the Balanced Scorecard (BSC) management strategy. It begins with an introduction to BSC, created by Kaplan and Norton in the 1990s. The document then covers [1] the purpose and benefits of BSC in setting goals and measuring performance across financial, customer, internal process, and learning/growth perspectives; [2] the philosophy of having employees who create performance also measure it; and [3] the principles of aligning BSC with an organization's strategy. It provides steps for developing a BSC including assessing values, planning strategy, setting objectives/measures/targets, creating a strategy map, defining initiatives, and automating the system. Finally, it discusses Vietnam-based DHG
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The operations plan describes the production management system of a business. It outlines what products are produced and how production is managed. Effective operations planning is important for determining production levels, costs, and ensuring a business has sound operational procedures for success. The operations section should discuss resources, regulations, production schedule, quality control systems, and identify areas for improving operations. Marketing and operations are closely related, so a business must determine whether to first focus on meeting marketing demands or leveraging competitive production advantages.
Bsc presentation
The document discusses the balanced scorecard framework. It explains that a balanced scorecard translates an organization's mission and strategy into comprehensive performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. This provides managers with a framework to implement strategy and navigate future success. Key metrics are balanced between outcomes and drivers of future performance. The balanced scorecard also emphasizes linking strategic objectives and measures, communicating strategy, and facilitating strategic feedback and learning.
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The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in the 1990s by Kaplan and Norton as an alternative to traditional performance measures that only consider financial perspectives. The Balanced Scorecard provides a balanced approach across financial, customer, internal business process, and learning and growth perspectives. It helps organizations execute strategy by translating strategic objectives into measurable goals and linking strategic measures to critical business activities.
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This document provides an overview of business performance management (BPM). It discusses key concepts such as closed-loop processes linking strategy to execution, strategic planning, operational planning, performance monitoring and measurement, performance management methodologies like the balanced scorecard and Six Sigma, and performance dashboards. The document outlines the learning objectives, definitions, components, best practices, challenges, and technologies associated with effective BPM.
BPM, EPM - IBANK
The document discusses business performance management (BPM) and related concepts. It defines BPM as a real-time system that alerts managers to opportunities, problems, and threats, empowering them to react. BPM encompasses closed-loop processes linking strategy to execution to optimize performance. The document describes BPM methodologies like the balanced scorecard and Six Sigma, as well as performance measurement, dashboards, business activity monitoring, and other best practices in planning and management.
Balanced Sample
The document discusses the Balanced Scorecard approach to measuring corporate performance. It introduces the Balanced Scorecard and explains that it ties performance measures to corporate strategy using a balanced set of financial and non-financial metrics across different perspectives like internal processes, customer, learning and growth, and financials. The document also outlines some potential problems with implementing the Balanced Scorecard like lack of focus on strategy, difficulty connecting metrics to deliverables, and resistance to cascading objectives down to staff levels.
Balanced_sample
The document discusses the Balanced Scorecard approach to measuring corporate performance. It introduces the Balanced Scorecard and explains that it ties performance measures to corporate strategy using a balanced set of financial and non-financial metrics across different perspectives like internal processes, customer, learning and growth, and financials. The document also outlines some potential problems with implementing the Balanced Scorecard like lack of focus on strategy, difficulty connecting metrics to deliverables, and resistance to cascading objectives down to staff levels.
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.
Balanced Scorecard in HRM
A Balanced Scorecard is a tool for measuring the performance of an organization, which enables managers to monitor and measure the different levels of performance activities done by the staff.
A balanced scorecard connects the dots between the strategic and operational aspects of a firm. It ensures that the organization's mission, vision, and fundamental values are reflected in the objectives, initiatives, and actions.
Balanced scorecard
Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.
Balanced Scorecard
The document discusses using a balanced scorecard and strategy maps to drive corporate performance. It explains that a balanced scorecard measures performance across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps translate a company's strategy into objectives and measures across these four perspectives. The document provides examples of strategy maps for corporate functions like HR, IT, finance and marketing to cascade goals and measures down from the corporate level. It also discusses identifying key performance indicators to measure progress towards strategic objectives.
Balanced Scorecard Presentation
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in the 1990s to provide a more balanced view of organizational performance than traditional financial measures. The Balanced Scorecard approach uses four perspectives - financial, customer, internal business processes, and learning and growth - to align business activities with an organization's strategic vision. Key to successful implementation is executive commitment, involvement of managers and employees, effective communication, and viewing it as a long-term change rather than a short-term project.
Balanced Scorecard
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
Balanced score card technique
The balanced scorecard is a strategic planning and management system used by businesses, governments, and nonprofits to align activities with organizational vision and strategy. It was created in the 1990s by Robert Kaplan and David Norton to add non-financial metrics to traditional financial measures, providing a more balanced view of performance. The balanced scorecard has evolved into a full strategic management system that transforms strategic plans into daily action. It suggests measuring performance from four perspectives: learning and growth, business processes, customers, and finance.
The balanced scorecard method - strategy
The balanced scorecard is a strategic planning tool used by businesses to align goals and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. It was created by Kaplan and Norton to provide a more holistic view of organizational performance beyond just financial measures. Managers use the balanced scorecard to translate strategy into objectives and measures, communicate strategy to employees, link strategic objectives to budgeting and resource allocation, and monitor performance regularly to ensure goals are met.
Balanced Scorecard (part 1) by Shantonu Dasmahapatra
The document discusses the Balanced Scorecard framework. It provides background on why organizations struggle with strategy execution and the development of the Balanced Scorecard as a performance management tool. The Balanced Scorecard translates an organization's strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It allows organizations to link strategic objectives, measure performance, and track initiatives.
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Balanced Scorecard (part 1) by Shantonu Dasmahapatra
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- 3. Performance Management FrameworkPerformance Management Framework
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- 5. STRATEGY Plan and Execute Monitor and Evaluate Reward and Coach Set Measures and Target Performance Management CyclePerformance Management Cycle
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- 7. • Balances financial and non-financial measures • Balances short and long-term measures • Balances performance drivers (leading indicators) with outcome measures (lagging indicators) • Leads to strategic focus and organizational alignment. Managing Performance withManaging Performance with Balanced ScorecardBalanced Scorecard