Balance Scorecard Presentation - Group 4 MM Trisakti 2018Agungpurnamaziz
The document provides an overview of the Balance Scorecard strategy and implementation for a company group. It discusses key concepts of the Balance Scorecard including its introduction, strategic objectives, development, implementation, benefits, and future opportunities. It also includes a case study of Balance Scorecard implementation at PT. Citilink Indonesia airline. The Balance Scorecard helped align the company's activities to its vision, improve performance monitoring, and increased competitiveness through financial, customer, internal process, and learning & growth perspectives.
This document provides an overview of implementing a balanced scorecard approach for small rural hospitals. It discusses modifying the balanced scorecard to better fit the needs of rural hospitals with limited resources. The key components discussed are conducting a readiness assessment, educating leadership and stakeholders, identifying relevant data and benchmarks, and gaining commitment from hospital administration for long-term use. The goal is to develop a balanced scorecard that translates a rural hospital's strategy into meaningful performance measures across financial, customer, internal process, and learning/growth perspectives.
The document discusses the history and development of the Balanced Scorecard framework over time. It provides examples of how organizations were able to achieve breakthrough results within short periods by implementing Balanced Scorecard strategies that aligned all resources around a clear strategy. The Balanced Scorecard links an organization's vision and strategy to specific objectives and measures across financial, customer, internal process, and innovation/learning perspectives to focus effort and allow for strategic management and performance monitoring.
History, Development, Current Issues and Recent Research of Balance ScorecardNatalis_Christian
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.
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.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
Organizational Alignment using Strategy Maps and Balanced ScorecardRajesh Naik
This document discusses organizational alignment using strategy maps and the balanced scorecard. It begins by providing examples of misalignments between what organizations say their strategies and priorities are versus how goals and targets are actually set. It then discusses how strategy maps and the balanced scorecard can be used to clarify strategies, explain how initiatives are interlinked, align investments and priorities, and improve communication. The balanced scorecard approach involves developing a strategy map that links objectives across financial, customer, internal process, and learning & growth perspectives to describe the strategy and causal relationships. Key performance indicators with targets are then defined for each objective.
Balance Scorecard Presentation - Group 4 MM Trisakti 2018Agungpurnamaziz
The document provides an overview of the Balance Scorecard strategy and implementation for a company group. It discusses key concepts of the Balance Scorecard including its introduction, strategic objectives, development, implementation, benefits, and future opportunities. It also includes a case study of Balance Scorecard implementation at PT. Citilink Indonesia airline. The Balance Scorecard helped align the company's activities to its vision, improve performance monitoring, and increased competitiveness through financial, customer, internal process, and learning & growth perspectives.
This document provides an overview of implementing a balanced scorecard approach for small rural hospitals. It discusses modifying the balanced scorecard to better fit the needs of rural hospitals with limited resources. The key components discussed are conducting a readiness assessment, educating leadership and stakeholders, identifying relevant data and benchmarks, and gaining commitment from hospital administration for long-term use. The goal is to develop a balanced scorecard that translates a rural hospital's strategy into meaningful performance measures across financial, customer, internal process, and learning/growth perspectives.
The document discusses the history and development of the Balanced Scorecard framework over time. It provides examples of how organizations were able to achieve breakthrough results within short periods by implementing Balanced Scorecard strategies that aligned all resources around a clear strategy. The Balanced Scorecard links an organization's vision and strategy to specific objectives and measures across financial, customer, internal process, and innovation/learning perspectives to focus effort and allow for strategic management and performance monitoring.
History, Development, Current Issues and Recent Research of Balance ScorecardNatalis_Christian
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.
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.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
Organizational Alignment using Strategy Maps and Balanced ScorecardRajesh Naik
This document discusses organizational alignment using strategy maps and the balanced scorecard. It begins by providing examples of misalignments between what organizations say their strategies and priorities are versus how goals and targets are actually set. It then discusses how strategy maps and the balanced scorecard can be used to clarify strategies, explain how initiatives are interlinked, align investments and priorities, and improve communication. The balanced scorecard approach involves developing a strategy map that links objectives across financial, customer, internal process, and learning & growth perspectives to describe the strategy and causal relationships. Key performance indicators with targets are then defined for each objective.
This document provides an overview of balanced scorecard training and consultancy services offered by Ainapur Institute of Management. It discusses key concepts of the balanced scorecard including using objectives and metrics across four perspectives: financial, customer, internal processes, and learning and growth. Examples of typical measures for each perspective are also provided. The document highlights how a balanced scorecard can help translate strategy into action, align goals across levels of an organization, and drive continuous improvement. It also includes a case study of how Tata Steel deployed balanced scorecards to work towards its strategic vision.
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
The Balanced Scorecard was introduced in 1992 as a performance measurement framework that monitors an organization's performance toward strategic goals. It gives managers a comprehensive view across financial, customer, internal process, and learning & growth perspectives. The document then provides examples of how Philips, Unified CallSoft, and Zenith Systems implemented Balanced Scorecards to address various issues and improve performance alignment, transparency, and strategic focus.
This document discusses the balanced scorecard approach to managing performance. It begins by asking attendees to identify their top problems in managing team performance and how they communicate vision and goals. It then provides an overview of the balanced scorecard, explaining that it is a management system rather than just a measurement tool. The balanced scorecard uses four perspectives - financial, customer, internal business processes, and learning and growth - to translate an organization's mission and strategy into objectives and performance measures. Examples are given of how different companies might construct their balanced scorecards based on different strategic focuses like operational excellence, customer intimacy, or product leadership.
This document describes Zulekha Hospital's implementation of a Balanced Scorecard approach to strategic planning and performance measurement. It outlines how Zulekha developed a strategy map and scorecard with objectives in four perspectives: financial, customer, internal processes, and learning and growth. Metrics and initiatives were identified for each objective. The scorecard approach was then cascaded down to the radiology department to increase accountability and align goals across the organization. Implementing the Balanced Scorecard provided Zulekha with a common framework to communicate strategy, track performance, and improve patient satisfaction.
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.
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
Effective management of health care operations includes multiple points of interest in evaluation for performance. A key danger lies in the potential to evaluate departments and processes separately, without analyzing the interdependence of people, procedures, and goals. The use of a balanced scorecard in health care is supported in the literature because of its ability to link processes by clinical and non-clinical factors, to include financial goals. The literature has described several areas of review under a balanced scorecard, including finance, operations, employee retention, patient satisfaction, and public reporting. As the balanced scorecard is critical to strategic management, this author supports the use of such in health care organizations. This is due in part to gestalt theory, namely, that the combination of parts equals more than its sum total. The balanced scorecard enables health care managers to view processes both within each compartment and as a contributor to the overall organization mission and vision. Thus, financial stability becomes viable, and stakeholders may be informed of organization progress in the areas of particular importance to their specific groups.
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.
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/
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
BSC one of the most amazing strategy tools I ever worked with. I am sure this topic been discussed many times but I try to explain it from my point of view
This document provides details about a summer internship project on studying employees' perceptions of the balance scorecard at Pastiwala.com. It includes an introduction to the balance scorecard concept, literature review on previous related studies, balance scorecard of Pastiwala.com, research methodology, data collection and analysis through questionnaires, and results of the study. The study found that half of employees were unaware of the balance scorecard but felt measuring key areas like customers, internal processes, learning and growth, and financials were significant.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
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.
eXampleCG's Balanced Scorecard Consulting, Training and Advisory services for companies and professionals. Fore more information, visit www.eXampleCG.com
The document provides a framework to rate leadership across several key dimensions: direction, people, culture, and outcomes. It identifies areas where leadership could be stronger such as communicating organizational objectives, inspiring a shared vision, developing talent, promoting collaboration, and encouraging innovation and continuous improvement. It also notes positive aspects like celebrating individual and team success as well as areas for development like better using customer feedback.
The document discusses strategy maps, which provide a visual framework for an organization's strategy. A good strategy map links together four perspectives: 1) Desired outcomes for productivity and growth, 2) The necessary customer value proposition, 3) Outstanding performance in internal processes, and 4) Capabilities required from intangible assets. This ensures objectives across these perspectives are aligned to focus the organization on optimally executing its strategy. Strategy maps clarify cause-and-effect relationships to develop and optimize strategies over time. When used with a balanced scorecard, strategy maps help organizations effectively execute their strategies.
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.
The document provides an introduction to the balanced scorecard framework. It describes the balanced scorecard as a strategic planning and management system that is used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The balanced scorecard suggests that organizations must consider four perspectives - financial, customer, internal business process, and learning and growth. It advocates measuring performance from all four of these perspectives rather than relying solely on traditional financial accounting measures.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
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.
This document provides an overview of balanced scorecard training and consultancy services offered by Ainapur Institute of Management. It discusses key concepts of the balanced scorecard including using objectives and metrics across four perspectives: financial, customer, internal processes, and learning and growth. Examples of typical measures for each perspective are also provided. The document highlights how a balanced scorecard can help translate strategy into action, align goals across levels of an organization, and drive continuous improvement. It also includes a case study of how Tata Steel deployed balanced scorecards to work towards its strategic vision.
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
The Balanced Scorecard was introduced in 1992 as a performance measurement framework that monitors an organization's performance toward strategic goals. It gives managers a comprehensive view across financial, customer, internal process, and learning & growth perspectives. The document then provides examples of how Philips, Unified CallSoft, and Zenith Systems implemented Balanced Scorecards to address various issues and improve performance alignment, transparency, and strategic focus.
This document discusses the balanced scorecard approach to managing performance. It begins by asking attendees to identify their top problems in managing team performance and how they communicate vision and goals. It then provides an overview of the balanced scorecard, explaining that it is a management system rather than just a measurement tool. The balanced scorecard uses four perspectives - financial, customer, internal business processes, and learning and growth - to translate an organization's mission and strategy into objectives and performance measures. Examples are given of how different companies might construct their balanced scorecards based on different strategic focuses like operational excellence, customer intimacy, or product leadership.
This document describes Zulekha Hospital's implementation of a Balanced Scorecard approach to strategic planning and performance measurement. It outlines how Zulekha developed a strategy map and scorecard with objectives in four perspectives: financial, customer, internal processes, and learning and growth. Metrics and initiatives were identified for each objective. The scorecard approach was then cascaded down to the radiology department to increase accountability and align goals across the organization. Implementing the Balanced Scorecard provided Zulekha with a common framework to communicate strategy, track performance, and improve patient satisfaction.
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.
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
Effective management of health care operations includes multiple points of interest in evaluation for performance. A key danger lies in the potential to evaluate departments and processes separately, without analyzing the interdependence of people, procedures, and goals. The use of a balanced scorecard in health care is supported in the literature because of its ability to link processes by clinical and non-clinical factors, to include financial goals. The literature has described several areas of review under a balanced scorecard, including finance, operations, employee retention, patient satisfaction, and public reporting. As the balanced scorecard is critical to strategic management, this author supports the use of such in health care organizations. This is due in part to gestalt theory, namely, that the combination of parts equals more than its sum total. The balanced scorecard enables health care managers to view processes both within each compartment and as a contributor to the overall organization mission and vision. Thus, financial stability becomes viable, and stakeholders may be informed of organization progress in the areas of particular importance to their specific groups.
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.
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/
This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.
BSC one of the most amazing strategy tools I ever worked with. I am sure this topic been discussed many times but I try to explain it from my point of view
This document provides details about a summer internship project on studying employees' perceptions of the balance scorecard at Pastiwala.com. It includes an introduction to the balance scorecard concept, literature review on previous related studies, balance scorecard of Pastiwala.com, research methodology, data collection and analysis through questionnaires, and results of the study. The study found that half of employees were unaware of the balance scorecard but felt measuring key areas like customers, internal processes, learning and growth, and financials were significant.
Balanced Scorecard implementation in SMEs: From theory to practiceemilvadana
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.
eXampleCG's Balanced Scorecard Consulting, Training and Advisory services for companies and professionals. Fore more information, visit www.eXampleCG.com
The document provides a framework to rate leadership across several key dimensions: direction, people, culture, and outcomes. It identifies areas where leadership could be stronger such as communicating organizational objectives, inspiring a shared vision, developing talent, promoting collaboration, and encouraging innovation and continuous improvement. It also notes positive aspects like celebrating individual and team success as well as areas for development like better using customer feedback.
The document discusses strategy maps, which provide a visual framework for an organization's strategy. A good strategy map links together four perspectives: 1) Desired outcomes for productivity and growth, 2) The necessary customer value proposition, 3) Outstanding performance in internal processes, and 4) Capabilities required from intangible assets. This ensures objectives across these perspectives are aligned to focus the organization on optimally executing its strategy. Strategy maps clarify cause-and-effect relationships to develop and optimize strategies over time. When used with a balanced scorecard, strategy maps help organizations effectively execute their strategies.
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.
The document provides an introduction to the balanced scorecard framework. It describes the balanced scorecard as a strategic planning and management system that is used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The balanced scorecard suggests that organizations must consider four perspectives - financial, customer, internal business process, and learning and growth. It advocates measuring performance from all four of these perspectives rather than relying solely on traditional financial accounting measures.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
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.
Balanced Scorecard, A Comprehensive Guide Upendra K
The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.
Provides an organization with feedback of both the internal business processes and external outcomes, which allows for continuous improvement of strategic performance and results.
Nerve center of an enterprise
The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between:
Short-term and long term objectives
Financial and non-financial measures
Lagging and leading indicators
Internal and external performance perspectives
The concept of the balanced scorecard was first touted in the Harvard Business Review in 1992 in a paper written by Robert S Kaplan and David P Norton.
The paper introduced the idea of focusing on human issues as well as financial ones, and measuring performance across a much wider spectrum than businesses had done before.
Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller.
The balanced scorecard is centered on four performance metrics or perspectives:
Customers
Internal processes
Financial
Learning and growth
When implemented properly, each one of these perspectives contains four subparts consisting of
Objectives
Measures
Targets
Initiatives
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.
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.
Strat budgeting for brgy final by Liezel P. Dolotallas; designed by Marvin F....Liezel Dolotallas
This is a combination of budgeting and strategic planning presented at University of Mindanao..this is a combination of modified works and additional inputs made...Hope this can help you..
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
This document discusses different types of leadership styles and planning processes. It describes autocratic, democratic, and laissez-faire leadership styles. It also outlines the planning process, including setting goals and developing strategic, tactical, and operational plans. Effective planning involves determining goals and means for achieving them across multiple levels of the organization. Barriers to planning include difficulties with accurate assumptions and rapid change, as well as internal and external inflexibilities.
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
How to make the strategic planning??pptxasmaa sakran
This document provides information on strategic planning for medical practices. It defines strategic planning as a formal process that helps an organization maintain optimal alignment with its environment. The strategic planning process involves developing goals and strategies to promote future thinking. It counters short-term thinking and helps solve major issues. An effective strategic plan includes defining the current situation, vision, goals, strategies, responsibilities, and evaluation techniques. It should be put in writing to guide implementation and monitoring of the plan.
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.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, it can help organizations achieve breakthrough results in short periods of time by focusing all resources on the strategic priorities.
The document discusses the balanced scorecard framework and its implementation. It provides examples of how organizations have successfully used the balanced scorecard to align strategies across divisions and functions. The key principles discussed are translating strategy into measurable objectives, communicating the strategy throughout the organization, and ensuring strategies are linked to goals and incentives at all levels.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Strategic planning is one of the most important responsibilities of senior management as it sets the organizational vision, strategies, and resource deployment to achieve that vision. However, strategic plans are often misunderstood and poorly used, resulting in large documents that are not implemented. There are several common reasons for this, including senior management not following a defined process, the plan being delegated without true endorsement, and lack of communication and implementation guidelines. Properly developing a strategic plan requires involvement from senior leadership, understanding what the plan is designed to provide, and having a defined process and methodology to create the plan in a timely and efficient manner.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
This document provides information on strategic planning for medical practices. It defines strategic planning as a systematic process that results in long-term goals and objectives to achieve a desired future vision. The strategic planning process involves conducting an environmental scan, identifying strengths, weaknesses, opportunities and threats, and developing a mission, vision, values, and goals. It also outlines developing objectives, action plans, initiatives, and key performance indicators to evaluate progress. Regular review and adjustment of the strategic plan allows for continuous feedback and improvement.
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Ideas to impact approach to strategy managementDaniel Hayden
I2 is an approach to strategy management that works to align the organization’s mission to metrics to management practices to organizational accountability. By integrating these four elements organizations can enhance performance and drive better results.
• Mission – why does the organization exist
• Metrics – how do you measure and track success
• Management practices - how metrics are integrated into the management conversation
• Organizational accountability – how it links to performance management
If this approach seems like it could help improve your organization, please review the attached presentation or give me a call.
Best,
Daniel
dhayden@bluegreenventures.co
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2. Agenda
• A bit about Rare
• What are Balanced Scorecards
• What is Rare’s Balanced Scorecard
• How Rare uses the Balanced Scorecard
3. Our specialty: Social marketing to
reduce threats
Method Summary: Rare trains
partners to run “Pride campaigns” that
change attitudes and behaviors,
provide sustainable alternatives, and
help communities protect biodiversity at
the local level
Founded: 1972
Central office: Arlington, Virginia USA
Regional offices: Indonesia, China,
Mexico
Total staff globally: 75
# of countries Rare has worked in: 57
3
Rare at a Glance
4. Theory of Pride
• Commercial marketing practices
can be used to sell conservation
• People have material, esthetic and
aspirational needs
• People’s choices are based on
rational and irrational factors
• Pride is one of human’s great
motivators
• Pride + the right solution will drive
behavior change
• Instilling conservation values
makes a community resistant to
new threats
6. Agenda
• A bit about Rare
• What are Balanced Scorecards
• What is Rare’s Balanced Scorecard
• How Rare uses the Balanced Scorecard
7. Balance Scorecard Basics
Mapping Strategy:
• Mission
• Strategic Themes
• Strategic Results
Organizational Alignment
• Vision/Mission
• Financial
• Customer
• Learning & Growth / Human
Capital
• Internal Business Processes
The Balanced Scorecard methodology is an approach that
recognizes that organizational sustainability is not about
delivering results one year, but the ability to create results over
many years.
8. Organizational Alignment Definitions
Each of these elements must be in “in balance” to ensure organizational sustainability
Vision/Mission
Financial
Customer
Learning & Growth /
Human Capital
Internal Business
Processes
Includes employee training and corporate cultural attitudes
related to both individual and corporate self-improvement.
Metrics that allow managers to know how well their team is
running, and whether its products and services conform to
customer requirements (the mission).
Recognizes the importance of customer focus and customer
satisfaction are leading indicators. If customers are not
satisfied, they will eventually find other suppliers.
Timely and accurate funding is essential, but it is “in balance”
with other organizational objectives. Financial measures
should focus on current and future needs.
A mission statement defines why an organization exists; the
organization's purpose
13. Metric Report
Combines Data on the Outcomes, Process and Rules
Status trend
Definitions
Governance
Business rules
Outcomes
Drillable
transparency
across the whole
organization
14. Weekly Flash Report
Pride Scorecard
Summary Report
Rare and Departmental
Balanced Scorecard
Brief update on the short-
term status of an
individual campaign
Comprehensive view of
the long-term status of
an individual campaign
Summary of status of a
group of campaigns
Average status of a
group of campaigns
Programmatic Reporting Flow
Connects Strategy with Execution
14
Data Flows Up from Regions
Strategy Flows Down
15. Global Teams Drive Adoption
Global Teams Advocate Around BSC Measures
Cohort Development
Team
Quality Management
& Improvement
Global Programs
• Manages the recruitment of partners
• Helps select which partners and sites we should work with
• Helps set standards for all Pride campaigns
• Monitors campaigns against set goals
• Designs training for programmatic staff
• Creates training for our Pride campaign managers (partner staff)
• Sets expects about behavior change
•Monitors impact
Pride Management Process
Select
Theme
Recruit &
select
Partners Train & Support Partners
Program Management
Initial Planning Pride Campaign Execution
Supporting Global Teams
1
1 1 2
2
3
3
15
16. Agenda
• A bit about Rare
• What are Balanced Scorecards
• What is Rare’s Balanced Scorecard
• How Rare uses the Balanced Scorecard
• Strategy
• Planning
• Performance management
17. Strategy
• Strategy maps explain how we create value
• Highlight what we believe are the key organizational
ingredients
• Visually show how elements interact
• Strategy maps are simple communications tools
• We always tend to overcomplicate, so simple is
good!
• People need to understand where they fit it
• The Balanced Scorecard drives action
• Links to the strategy map
• Shows the objectives
• Shows the measure
Clarity
Clarity does NOT equal agreement – it just focuses us
on specific issues
18. Planning
In our Work Planning Process all initiatives (and budget
items) must align to a
BSC measure
PRIORITY: Continuous Improvement of Program Operations
BSC/DBSC Measure(s) Supported (or draft new): Percentage of Pride Scorecard and Management Objectives Complete
(R, A) Daniel, Kevin, Paul Q1, Q4
(R, A) Daniel, Kevin, Paul, Amielle Ongoing
Daniel, Kevin Ongoing
(R, A) Daniel Q2
(R, A) Daniel, Kevin, Katie Ongoing
(R, A) Daniel, Kevin Ongoing
What are your team's priorities for next year? What BSC/DBSC
measures do they support? What will be the major components of
your work?
What Activities Will Support These FY12 Priorities? Responsibility Month or
Quarter
Initiative Name: Quality Management Processes Campaign Reviews
Ensure that Pride campaigns meet Rare standards and goals of the CPP
through various checkin processes.
Pre-second university return meetings
Midpoint review
Pre- graduation review
Cohort Learning reviews
New! Activity to plan for "post graduation" phase 6 months before graduation
Initiatives must call out BSC Measure
19. Performance management
Department heads are measured against their
performance against DBSC goals
Programmatic/Departmental Effectiveness Goal 1
Supported Rare Organizational Objective
This field will populate automatically.
Maximize the Effectiveness of each Pride Campaign
Department Measure and FY11 Target
Select a measure from the drop-down menu.
Compliance with Global Programmatic Standards 80%
Departmental Initiative
Use dropdown menu to select initiative from Department
Scorecard. If this is an ongoing activity that does not have
an FY11 Initiative, select, "Ongoing Responsibility"
Quality Management
Individual Contribution & Tasks
What is your individual contribution to the department's
goal and what action will you take to achieve your goal?
Oversee:
- Two campaign reviews (PEP2 and Guad 7) with the regional directors (aka audits)
- Improve and implement ongoing reviews (i.e. BROP's, project plans, final reports and other deliverables (these should
be better communicated, less onerous and with clearer outcomes)
- Continue to produce case studies - QMI will contribute at least 5 Cases Studies to the Bright Spots document (Kevin
will lead this)
- Drive usage and decision making around reports - continue to improve reports, focus on outcomes, ongoing training
(this includes the work with Keith around reporting)
- Note that we agreed to cancel the initiative around Miradi
20. Oops, Lessons Learned
• Our first BSC had 50+ metrics and no way to gather half of
them
• Design process was very top-down
• No staff to support rollout or maintenance
• Not integrated with other management tools
• Not integrated into management process (meetings)
• Assumed that once things were “agreed” the
“conversations” would stop
• Not reviewing metrics often enough for relevancy
21. Bright Spots: Key Lessons
• Design metrics combining Board and Leadership team
needs with the insight from the staff on how to gather the
data
• You need people who can gather and review the data
• BSC method helps to structure strategy conversations (but it
is not strategy)
• Things change, opportunities arise
• BSC method brings focuses only if you are willing to stick
with it
• Have plans to get you were you want to go with your
measures
• Focus on the possible not ideal
25. Purpose: Project management of campaigns,
organizing and storing campaign data
Audience: Leadership team, Quality Management
Reports: Pride Scorecard, Summary Reports,
Weekly Flash Reports
Purpose: Managing fundraising and the Pride
application process
Audience: Development team,
Recruiting/Partnerships team
Reports: Fundraising status, cohort development
Purpose: Managing timesheets, vacations, etc.
Audience: Finance team
Reports: Hours of training, vacation balances,
expenses
Purpose: Budgeting, tracking expenses, handling
payroll
Audience: Finance team
Reports: Budget-to-actual, expense summaries
Purpose: Outline organization’s Balance Scorecard
Audience: Department heads, Board
Reports: Organization-wide and departmental
balanced scorecards
Technology: Enables Information Flow
A mix or proprietary and off-the-shelf tools support Rare
Editor's Notes
Let me give you some quick stats, just for context.
Note, Rare is hiring for a number of positions so check out our site. RareConservation.org
This slide is for Paul
Description provided by Rare Communications Department:
Conservation comes down to people – their behaviors toward nature, their beliefs about its value and their ability to protect it without sacrificing basic life needs. And so, conservationists must become as skilled in social change as in science; as committed to community-based solutions as national and international policymaking.
Rare is dedicated to designing programs that benefit both people and nature. To do so Rare trains, and supports, local conservation leaders during the implementation of what’s known as a “Pride campaign.” A Pride campaign inspires people to take pride in the species and habitats that make their communities unique, while also giving them alternatives to environmentally destructive behaviors such as overfishing, illegal logging, unsustainable agriculture and poaching.
Widespread community support will accelerate conservation goals. The Pride campaign will encourage new behaviors that not only stop harming the environment, but actually contribute to its preservation. Shifting social norms requires changing both hearts and minds. Pride campaigns target both. Rare leans on its local partners to help answer the questions: “What is the change we are working toward and what needs to happen for this change to become reality?” The answers to those questions create the foundation of the three-year Pride campaign. The campaign targets various segments of the community – from school children to politicians - through means most likely to change awareness and attitudes. For example, puppet shows and art contests might be used to engage children, whereas cooking contests are often employed to interest women. All activities are reinforced with songs, posters, mascots, radio spots and festivals.
Mission: Influencing behavior to protect biodiversity
Strategy: Build Capacity, Change Constituencies and Reduce Threats to achieve Conservation results
Enabling Processes: Maximize the effectiveness of each Pride campaign, take Pride to Scale, Unlock alumni … raise money
Departmental Overlaps:
COHORT DEVELOPMENT (CPP REVIEWS)
PEP, LAP, Site visits and ongoing support
Curriculum (Core, Customized)
Improve monitoring plans across cohorts through participation in CPP reviews, site visits (Philippines), identifying common indicators and creating a learning network
Coordination – will need to work directly with regional programs, with specific emphasis on marine cohorts, including Keith, Cynthia, Stuart and Eleanor. May include site visits, regular phone calls, data sharing, or modification of data collection techniques based on new information or opportunities for consistency. Will also work with Cohort Development to identify areas for improvement in biological monitoring needs from/with partners.
Support other objectives – Provide science reviews and synthesis across multiple threats and ecological systems. Help with networking across regional programs on key monitoring and sampling issues. Provide guidance on Open Standards and related curriculum.