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The document discusses strategy maps and strategic perspectives. It explains that a strategy map consists of four perspectives: financial, customers, internal processes, and learning and growth. The financial perspective focuses on profitability and sales growth. The customers perspective focuses on loyalty and customer satisfaction. The internal processes perspective focuses on quality of service, and the learning and growth perspective focuses on incentive schemes and employee satisfaction. The document provides examples of objectives for each strategic perspective.
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The Balanced Scorecard is a strategic planning and management framework that helps organizations translate their mission and vision into tangible objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a balanced view of both financial and non-financial metrics and performance indicators to measure how well an organization is executing its strategy. The Balanced Scorecard methodology starts by identifying strategic objectives, then establishes measures, sets targets, and identifies strategic initiatives to drive improvement across the four perspectives.
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The balanced scorecard is a management system that translates an organization's mission and vision into measurable goals in four key areas: financial, customer, internal business processes, and learning and growth. It provides a framework for strategic planning and management by defining objectives and measures in each area. The balanced scorecard allows organizations to track financial and non-financial metrics together to monitor performance and make informed decisions. It helps align business activities to the organization's strategic goals and assess progress over both the short and long term.
T2 presentations - balanced scorecard
The document discusses the balanced scorecard framework. It explains that the balanced scorecard translates an organization's vision and strategy into objectives and measures across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective contains objectives, measures, targets, and initiatives. The balanced scorecard helps organizations execute their strategies, align measures to strategy, and facilitate communication of goals throughout the organization.
D:\My Documents\7 Knowledge\Bsc\8680786 Scorecard Ppt
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
Devloping a Balanced Scorecard
The balanced scorecard is a very useful tool in measuring performance within an organization and also for communicating an organization's strategic plan to it's employees. This slides will provide HR enthusiasts and professionals with a basic knowledge of what a balanced scorecard is and basic steps to develop one.
STRATEGIC MANAGEMENT Unit no.1 to Unit No. 5.pptx
This document outlines key concepts in strategic management. It discusses understanding strategy at the corporate, business and functional levels. The four phases of the strategic management process are analyzed - formulation, choice, implementation and evaluation. Stakeholders and their roles are examined. The hierarchy of strategic intent is defined, including vision, mission, objectives and goals. Analyzing the external environment using tools like PEST and Porter's Five Forces is presented.
Balanced Scorecard by Safaa Hassan.ppt
The Balanced Scorecard is a management tool that measures an organization's performance across four perspectives: financial, customer, internal processes, and learning and growth. It was developed in the 1980s to provide a more comprehensive view of performance than financial measures alone. The Balanced Scorecard translates an organization's strategic goals into measurable objectives and initiatives. Key elements include setting targets across the four perspectives and determining initiatives to achieve goals. Leadership and core teams work to develop the scorecard and implement initiatives to drive performance.
10a. BSC ppt.pptx
The document discusses the balanced scorecard framework. It notes that traditional reports focus on lagging financial indicators rather than leading indicators that will determine future performance. The balanced scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a more balanced view of organizational performance than financial measures alone by including operational measures that drive future financial results.
Balance scorecard
THIS IS A PPT ON BALANCE SCORECARD. IT WILL HELP YOU UNDERSTAND THE BASIC JARGON'S OF PERFORMANCE MEASURING TOOL.
management accounting chapter one
This document provides an overview of management accounting. It defines management accounting as accounting information used by managers to run a company. Management accounting is concerned with providing internal users like managers with information, unlike financial accounting which provides information to external users. Key differences between the two types of accounting are discussed, such as users, timing of reports, rules, and purpose. The document also outlines management functions like planning, directing, controlling, and the planning and control cycle. It concludes by listing characteristics of good management accounting information and providing homework and assignment questions.
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THE TIME SAVING BENEFITS OF USING BALANCED SCORE CARD AT THE WORKPLACE
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D:\My Documents\7 Knowledge\Bsc\8680786 Scorecard Ppt
D:\My Documents\7 Knowledge\Bsc\8680786 Scorecard Ppt
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Strategy controlling]
- 1. Index 1.1 Index 1.2 Index 1.3 Index …………. 1.3.1 Index …………. 1.3.2 Index …………. 1.4 Index …………. 1.4.1 Index …………. 1.4.2 Index …………. 1.5 Index …………. 1.6 Index …………. 1.7 Index …………. Strategic controlling
- 2. STRATEGY MAP • Strategy maps help you ensure your strategy will be more successful, because they help you capture, communicate and manage your strategy better. Strategy maps capture your management team’s thinking in a rich manner so it is easy to communicate. • Strategic map consists four perspectives: financial, customers, internal process and learning & growth Strategic controlling
- 3. STRATEGY MAP • The financial expresses the shareholders’ expectations, the measurement of the financial results. Its objectives is profitability and sales growth • The customers reflects the company’s position in the market place. Its objectives is loyalty and customers satisfaction. • Internal processes is based on the internal processes that are critical to achieve the results sought. Its objectives is quality of service • Learning and Growth is development of people working for the organization. Its objectives is incentive schemes and employees satisfaction. Strategic controlling
- 4. STRATEGY MAP Strategic controlling Strategy Perspectives Foster innovation Intensify the customers management Maximize operational efficiency Financial Customers Internal Processes Learning & Growth Improve the technological infrastructure Create a network for know-how sharing Improve the R&D process Reduce time to marketImprove the patent process Offer the latest technology at a premium price Create an image as a leading innovation In each market become at least No.2 Improve the technological infrastructure Create a network for know-how sharing
- 5. STRATEGY MAP Strategic controlling Strategy Perspectives Foster innovation Intensify the customers management Maximize operational efficiency Financial Customers Internal Processes Learning & Growth
- 6. STRATEGY MAP Strategic controlling Strategy Perspectives Foster innovation Intensify the customers management Maximize operational efficiency Financial Customers Internal Processes Learning & Growth
- 7. STRATEGY MAP Strategic controlling Strategy Perspectives Foster innovation Intensify the customers management Maximize operational efficiency Financial Customers Internal Processes Learning & Growth
- 8. STRATEGY MAP Strategic controlling Strategy Perspectives Foster innovation Intensify the customers management Maximize operational efficiency Financial Customers Internal Processes Learning & Growth