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Ali Vahedi - BSC Introduction

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Ali Vahedi
Ali Vahedi

مفهوم کارت امتیازی متوازن که در سال 1992 بوسیله روبرت کاپلان و دیوید نورتون ارایه شد، بخشی از چارچوب مدیریت عملکرد می باشد که برای پیاده سازی استراتژی های سازمان استفاده شده و بوسیله شرکت های بزرگ در سرتاسر دنیا بکار برده شده است. بطور خلاصه می توان گفت BSC یک متدولوژی تحلیلی است که هدفش ترجمه ماموریت، چشم انداز و استراتژی های سازمان به اهداف قابل اندازه گیری و مناسب است که اجازه می دهد عملکرد کلی تحقق این استراتژی ها نیز مورد پایش قرار گیرد. این متدولوژی عملکرد سازمان را از چهار منظر مورد مطالعه قرار می دهد: مالی، مشتری، فرآیندهای داخلی و یادگیری و رشد. این نظام با ارایه رویکردی منطقی و اجرایی، ضمن تبدیل اهداف و برنامه های بلند مدت به اهداف و فعالیت های سالانه، ماهانه و حتی روزانه می کوشد تا کارکنان در راستای تحقق چشم انداز سازمان به طور موثر نقش خود را ایفا نموده و این مهم را با مشارکت جمعی کارکنان و در سطوح مختلف سازمان میسر می سازد. این اسلایدها فصل اول از اسلایدهای دوره جامع کارتن امتیازی متوازن علی واحدی دیز است که مبتنی بر مدل "9 گام به سوی موفقیت" مؤسسه BSC آمریکا می باشد.

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‫1‬ ‫‪BSC‬‬ ‫ﻣﺪرس‬ ‫‪m‬‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ارﺷﺪ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﺗﺮﺑﯿﺖ ﻣﺪرس‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﻋﻠﻢ و ﺻﻨﻌﺖ اﯾﺮان‬ ‫داراي ﻣﺪرك ‪ RMP ، PMP ، PgMP‬و ‪ SP‬از ﻣﺆﺳﺴﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪( PMI‬‬ ‫ﻋﻀﻮ ﻓﻌﺎل ﺳﺎزﻣﺎن ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪( PMI‬‬ ‫‪co‬‬ ‫ﻋﻀﻮ ﺗﯿﻢ ﺗﻬﯿﻪ و ﺗﺪوﯾﻦ وﯾﺮاﯾﺶ 8002 اﺳﺘﺎﻧﺪارد ‪ PMBOK‬و ‪Portfolio Management‬‬ ‫ﻣﺆﻟﻒ اوﻟﯿﻦ ﮐﺘﺎب ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه ﺑﺎ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ ارزش ﮐﺴﺐ ﺷﺪه در اﯾﺮان‬ ‫ﺳﺎﺑﻘﻪ ﺗﺪرﯾﺲ ﺑﯿﺶ از 002 دوره آﻣﻮزﺷﯽ در ﺳﺎزﻣﺎﻧﻬﺎ و ﺻﻨﺎﯾﻊ ﻣﺨﺘﻠﻒ‬ ‫ﭘﺮورش ﺑﯿﺶ از 082 ﻣﺪﯾﺮ ﭘﺮوژه ﺣﺮﻓﻪ اي )‪ (PMP‬در اﯾﺮان‬ ‫.‪iz‬‬ ‫ﭘﺮورش ﺑﯿﺶ از 07 دﺳﺘﯿﺎر ﺣﺮﻓﻪ اي ﻣﺪﯾﺮ ﭘﺮوژه )‪ (IPMA Level D‬در اﯾﺮان‬ ‫31ﺳﺎل ﺗﺠﺮﺑﻪ در زﻣﯿﻨﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه و ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋﯾﻬﺎ )ﻫﻮﺷﯿﻦ و ‪( BSC‬‬ ‫داراي ﮐﻤﺮﺑﻨﺪ ﻣﺸﮑﯽ ‪ BSC‬و ﮔﻮاﻫﯿﻨﺎﻣﻪ ﺗﺮﺑﯿﺖ ﻣﺪرس ‪ BSC‬از ﻣﻮﺳﺴﻪ ‪ BSC‬آﻣﺮﯾﮑﺎ‬ ‫‪BSC‬‬ ‫ارزﯾﺎب ﺟﺎﯾﺰه ﻣﻠﯽ ﺗﻌﺎﻟﯽ ﺳﺎزﻣﺎﻧﯽ )‪( EFQM‬‬ ‫ﻣﺪﯾﺮ ﭘﺮوژه ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋي، ﻣﺪﯾﺮ ﭘﺮوژه اﺣﺪاث ﻣﺠﻤﻮﻋﻪ ورزﺷﯽ، ﻣﺪﯾﺮ ﻃﺮح و‬ ‫‪iD‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﺷﺮﮐﺖ ﺳﺎﭘﮑﻮ و ﻣﺸﺎور ﻗﺎﺋﻢ ﻣﻘﺎم ارﺷﺪ ﻣﺪﯾﺮﻋﺎﻣﻞ اﯾﺮان ﺧﻮدرو.‬ ‫2‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫‪BSC‬‬ ‫ﺳﺨﻦ ﺑﺰرﮔﺎن‬ ‫‪iV‬‬ ‫ﭼﻨﺎﻧﭽﻪ از ﺑﺮﻧﺎﻣﻪ رﯾﺰي ﻏﻔﻠﺖ‬ ‫ﮐﻨﯿﺪ، آﻧﮕﺎه ﺑﺮاي ﺷﮑﺴﺖ‬ ‫ﻓﺼﻞ اول‬ ‫ﺑﺮﻧﺎﻣﻪ رﯾﺰي ﮐﺮده اﯾﺪ.‬ ‫‪Al‬‬ ‫.‪w‬‬ ‫در ﺧﺼﻮص آﯾﻨﺪه ﭘﯿﺶ ﻓﻌﺎل‬ ‫ﻣﻘﺪﻣﻪ اي ﺑﺮ ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﻣﺘﻮازن )‪(BSC‬‬ ‫ﺑﺎﺷﯿﺪ‬ ‫‪ww‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫3‬ ‫‪www.AliVahedidiz.com‬‬ ‫4‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫2‬ ‫‪BSC‬‬ ‫ﺑﯿﺸﺘﺮ ﺳﺎزﻣﺎﻧﻬﺎ ﭼﮕﻮﻧﮕﯽ اﺟﺮاي اﺳﺘﺮاﺗﮋي را ﻧﻤﯽ داﻧﻨﺪ‬ ‫‪BSC‬‬ ‫آﯾﺎ ﺷﺮﮐﺘﻬﺎ اﺳﺘﺮاﺗﮋي ﻫﺎي ﺧﻮد را اﺟﺮا ﻣﯽ ﮐﻨﻨﺪ؟‬ ‫‪m‬‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم ﭼﺸﻢ اﻧﺪاز‬ ‫ﮐﻤﺘﺮ از %01 از اﺳﺘﺮاﺗﮋيﻫﺎﯾﯽ‬ ‫ﮐﻪ ﺑﻪ ﺷﯿﻮه اي ﻣﻮﺛﺮ ﺗﻨﻈﯿﻢ‬ ‫%59 از ﮐﺎرﮐﻨﺎن ﻣﻔﻬﻮم‬ ‫اﺳﺘﺮاﺗﮋي را درك ﻧﻤﯽﮐﻨﻨﺪ.‬ ‫ﺷﺪهاﻧﺪ، ﺑﻪ ﺷﯿﻮهاي ﻣﻨﺎﺳﺐ و‬ ‫‪co‬‬ ‫ﻣﻮﺛﺮ اﺟﺮا ﻣﯽﺷﻮﻧﺪ.‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم اﻓﺮاد‬ ‫از ﻫﺮ 01 ﺷﺮﮐﺖ‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم ﻣﺪﯾﺮﯾﺖ‬ ‫در %57 ﺳﺎزﻣﺎﻧﻬﺎ ارﺗﺒﺎﻃﯽ‬ ‫9 ﻣﻮرد در اﺟﺮاي‬ ‫%58 درﺻﺪ از ﺗﯿﻤﻬﺎي اﺟﺮاﯾﯽ‬ ‫ﺑﯿﻦ ﭘﺎداش ﻫﺎي ﻣﺪﯾﺮﯾﺘﯽ و‬ ‫اﺳﺘﺮاﺗﮋي ﺷﮑﺴﺖ‬ ‫ﮐﻤﺘﺮ از ﯾﮏ ﺳﺎﻋﺖ در ﻣﺎه را‬ ‫ﺻﺮف ﺑﺤﺚ در ﺧﺼﻮص‬ ‫.‪iz‬‬ ‫اﺳﺘﺮاﺗﮋي وﺟﻮد ﻧﺪارد.‬ ‫ﻣﯽ ﺧﻮرﻧﺪ.‬ ‫اﺳﺘﺮاﺗﮋي ﻣﯽ ﮐﻨﻨﺪ.‬ ‫در ﺑﯿﺸﺘﺮ ﻣﻮارد )ﺣﺪود %07(‬ ‫ﻣﺸﮑﻞ واﻗﻌﯽ ﺳﺎزﻣﺎن ﻧﻪ از‬ ‫%06 از ﺳﺎزﻣﺎﻧﻬﺎ ارﺗﺒﺎﻃﯽ‬ ‫اﺳﺘﺮاﺗﮋي ﺑﺪ، ﺑﻠﮑﻪ از اﺟﺮاي‬ ‫‪Source: Renaissance‬‬ ‫‪Worldwide/Business Intelligence‬‬ ‫ﻣﯿﺎن اﺳﺘﺮاﺗﮋي ﻫﺎ و‬ ‫ﺑﻮدﺟﻪ ﻫﺎ ﺑﺮﻗﺮار ﻧﻤﯽ ﮐﻨﻨﺪ.‬ ‫‪iD‬‬ ‫ﺑﺪ آن اﺳﺖ.‬ ‫9991-8991 ‪Survey‬‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم ﻣﻨﺎﺑﻊ‬ ‫ﻣﻨﺒﻊ : ﻣﺠﻠﻪ ‪Fortune‬‬ ‫5‬ ‫6‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋي ﯾﺎ اﺟﺮاي اﺳﺘﺮاﺗﮋي؟‬ ‫‪BSC‬‬ ‫راز ﻣﻮﻓﻘﯿﺖ‬ ‫‪BSC‬‬ ‫ﺳﺎزﻣﺎﻧﻬﺎ ﺑﻪ ﻫﺮ دو ﻧﯿﺎزﻣﻨﺪﻧﺪ‬ ‫ﺑﺮاي ﮐﺴﺐ ﻣﻮﻓﻘﯿﺖ اﺳﺘﺮاﺗﮋﯾﮏ ﺑﺎﯾﺪ از ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋي ﻫﺎ ﺑﻪ ﺳﻮي‬ ‫‪iV‬‬ ‫اﺳﺘﺮاﺗﮋي ﺧﻮب‬ ‫اﺟﺮاي اﺳﺘﺮاﺗﮋي ﻫﺎ ﺣﺮﮐﺖ ﮐﺮد‬ ‫‪Al‬‬ ‫ﺧﻮب‬ ‫ﻓﺮﺻﺖ ﻫﺎي از دﺳﺖ رﻓﺘﻪ‬ ‫ﻣﻮﻓﻘﯿﺖ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫اﺟﺮاي ﺧﻮب‬ ‫ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋي‬ ‫.‪w‬‬ ‫اﺟﺮاي ﺧﻮب ﯾﮏ اﺳﺘﺮاﺗﮋي ﻣﺘﻮﺳﻂ ﻣﻤﮑﻦ اﺳﺖ ﻣﻘﺪار زﯾﺎدي از‬ ‫ﺑﺪ‬ ‫ﻣﺤﮑﻮم ﺑﻪ ﻓﻨﺎ از اﺑﺘﺪا‬ ‫در ﺧﻄﺮ‬ ‫اﻧﺘﻈﺎرات را ﺑﺮآورده ﮐﻨﺪ.‬ ‫اﺟﺮاي ﺑﺪ ﯾﮏ اﺳﺘﺮاﺗﮋي ﻋﺎﻟﯽ ﻣﻤﮑﻦ اﺳﺖ اﻧﺘﻈﺎرات را ﺑﺮآورده ﻧﮑﻨﺪ.‬ ‫ﺑﺪ‬ ‫ﺧﻮب‬ ‫‪ww‬‬ ‫اﺟﺮاي اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫7‬ ‫‪www.AliVahedidiz.com‬‬ ‫8‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫3‬ ‫‪BSC‬‬ ‫اﯾﺪه اوﻟﯿﻪ ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن )‪(BSC‬‬ ‫‪BSC‬‬ ‫ﻣﺮاﺣﻞ ﺑﻠﻮغ ‪BSC‬‬ ‫‪m‬‬ ‫ﺑﻪ ﻣﻨﻈﻮر رﻓﻊ ﻧﺎرﺳﺎﺋﯽ ﺳﯿﺴﺘﻢﻫﺎي‬ ‫ﺳﻨﺠﺶ ﻋﻤﻠﮑﺮد ﻣﺒﺘﻨﯽ ﺑﺮ‬ ‫‪co‬‬ ‫ﺳﻨﺠﻪﻫﺎي ﺻﺮﻓﺎً ﻣﺎﻟﯽ، راﺑﺮت‬ ‫ﮐﺎﭘﻼن .‪(Robert S‬‬ ‫)‪ Kaplan‬و دﯾﻮﯾﺪ ﻧﻮرﺗﻮن‬ ‫.‪iz‬‬ ‫)‪ (David P. Norton‬در‬ ‫ﺳﺎل 2991، اﯾﺪه ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﻣﺘﻮازن را ﻣﻌﺮﻓﯽ ﻧﻤﻮدﻧﺪ .‬ ‫‪iD‬‬ ‫5991 --------- 2991‬ ‫6991‬ ‫0002‬ ‫4002‬ ‫6002‬ ‫8002‬ ‫9‬ ‫01‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫اﺻﻮل ﺳﺎزﻣﺎن اﺳﺘﺮاﺗﮋي ﻣﺤﻮر‬ ‫‪BSC‬‬ ‫آﯾﺎ ﺷﻤﺎ ﯾﮏ ﻓﺮاﯾﻨﺪ ﻣﺪﯾﺮﯾﺖ رﺳﻤﯽ ﻣﻨﺎﺳﺐ دارﯾﺪ؟‬ ‫5‬ ‫ﺗﺒﺪﯾﻞ اﺳﺘﺮاﺗﮋي‬ ‫1‬ ‫ﺑﺴﯿﺞ ﺗﻐﯿﯿﺮ‬ ‫‪iV‬‬ ‫از ﻃﺮﯾﻖ‬ ‫ﺑﻪ ﻓﺮآﯾﻨﺪي ﻣﺴﺘﻤﺮ‬ ‫‪Al‬‬ ‫رﻫﺒﺮي ارﺷﺪ‬ ‫ﺳﺎﺯﻣﺎﻥ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺤﻮﺭ ﺗﺒﺪﯾﻞ اﺳﺘﺮاﺗﮋي‬ ‫ﺗﺮﺟﻤﻪ اﺳﺘﺮاﺗﮋي ﺑﻪ‬ ‫ﺑﻪ ﮐﺎر روزﻣﺮه‬ ‫)‪( SFO‬‬ ‫.‪w‬‬ ‫ﻋﺒﺎرات ﻋﻤﻠﯿﺎﺗﯽ‬ ‫4‬ ‫ﮐﺎرﮐﻨﺎن‬ ‫2‬ ‫ﻫﻤﺴﻮﺳﺎزي‬ ‫ﺳﺎزﻣﺎن ﺑﺎ اﺳﺘﺮاﺗﮋي‬ ‫ﻫﺎ‬ ‫‪ww‬‬ ‫3‬ ‫‪www.AliVahedidiz.com‬‬ ‫11‬ ‫‪www.AliVahedidiz.com‬‬ ‫21‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫4‬ ‫ﺷﺮﮐﺘﻬﺎي ﺧﻮش ﻧﺎم در اﺟﺮاي اﺳﺘﺮاﺗﮋي ﻫﺎ ﺑﺮ اﺳﺎس ‪BSC‬‬ ‫‪BSC‬‬ ‫‪BSC‬‬ ‫اﺻﻮل ﯾﮏ ﺳﯿﺴﺘﻢ ﻋﻤﻠﮑﺮد ﺑﺮ اﺳﺎس ‪BSC‬‬ ‫دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﭘﯿﺸﺮﻓﺖ ﻫﺎي ﻓﻮق اﻟﻌﺎده‬ ‫‪m‬‬ ‫‪co‬‬ ‫ﻣﺎﻟﯽ‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي داﺧﻠﯽ‬ ‫.‪iz‬‬ ‫و اﺳﺘﺮاﺗﮋي‬ ‫ﯾﺎدﮔﯿﺮي و رﺷﺪ‬ ‫‪iD‬‬ ‫31‬ ‫41‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن: ﻓﺮﺿﯿﻪﻫﺎي ﻋﻠﺖ و ﻣﻌﻠﻮﻟﯽ‬ ‫‪BSC‬‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن: ﻓﺮﺿﯿﻪﻫﺎي ﻋﻠﺖ و ﻣﻌﻠﻮﻟﯽ‬ ‫4 . اﻓﺰاﯾﺶ رﺿﺎﯾﺖ ﻣﺸﺘﺮي ﻣﻨﺠﺮ ﺑﻪ‬ ‫ﻧﺘﺎﯾﺞ ﻣﺎﻟﯽ ﺑﻬﺘﺮي ﺧﻮاﻫﺪ ﺷﺪ.‬ ‫‪iV‬‬ ‫‪Financial‬‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫ﻣﻨﻈﺮ ﻣﺎﻟﯽ‬ ‫ﺑﺮاي ﻣﻮﻓﻘﯿﺖ ﻣﺎﻟﯽ، ﺑﺮاي ذﯾﻨﻔﻌﺎﻧﻤﺎن ﭼﮕﻮﻧﻪ‬ ‫ﺑﺎﯾﺪ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﯿﻢ؟‬ ‫‪Al‬‬ ‫3 . ﺑﻬﺒﻮد ﻓﺮاﯾﻨﺪﻫﺎي ﮐﺎري ﻣﻨﺠﺮ ﺑﻪ‬ ‫ﻧﺘﺎﯾﺞ‬ ‫‪Customer‬‬ ‫ﻣﻨﻈﺮ ﻣﺸﺘﺮي‬ ‫اﻓﺰاﯾﺶ رﺿﺎﯾﺖ ﻣﺸﺘﺮي ﺧﻮاﻫﺪ ﺷﺪ.‬ ‫ﺑﺮاي ﺗﺤﻘﻖ ﭼﺸﻢ اﻧﺪازﻣﺎن، ﺑﺮاي ﻣﺸﺘﺮﯾﺎﻧﻤﺎن‬ ‫ﭼﮕﻮﻧﻪ ﺑﺎﯾﺪ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﯿﻢ؟‬ ‫2 . ﻣﻬﺎرتﻫﺎ و ﺗﻮاﻧﻤﻨﺪﺳﺎزي ﭘﺮﺳﻨﻞ‬ ‫.‪w‬‬ ‫‪Internal Process‬‬ ‫ﻣﻨﻈﺮ ﻓﺮآﺑﻨﺪﻫﺎي داﺧﻠﯽ‬ ‫ﺑﺎﻋﺚ ﺑﻬﺒﻮد روشﻫﺎي ﮐﺎري ﺧﻮاﻫﺪ ﺷﺪ.‬ ‫ﺑﺮاي ﺟﻠﺐ رﺿﺎﯾﺖ ﻣﺸﺘﺮﯾﺎﻧﻤﺎن، و ذﯾﻨﻔﻌﺎن،‬ ‫ﮐﺪام ﻓﺮآﯾﻨﺪﻫﺎي داﺧﻠﯽ ﻣﺎن ﺣﯿﺎﺗﯽ و ﻣﻬﻢ‬ ‫ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎ /‬ ‫ﻫﺴﺘﻨﺪ؟‬ ‫1 . داﻧﺶ و ﻣﻬﺎرت ﭘﺮﺳﻨﻞ زﯾﺮﺑﻨﺎي‬ ‫ﻣﺤﺮﮐﻬﺎ‬ ‫ﻣﻨﻈﺮ ﯾﺎدﮔﯿﺮي و رﺷﺪ‬ ‫‪Learning & Growth‬‬ ‫ﺗﻤﺎﻣﯽ ﺑﻬﺒﻮدﻫﺎ و ﻧﻮآوريﻫﺎﺳﺖ.‬ ‫ﺑﺮاي ﺗﺤﻘﻖ ﭼﺸﻢ اﻧﺪازﻣﺎن، ﭼﮕﻮﻧﻪ ﻣﯿﺘﻮاﻧﯿﻢ‬ ‫‪ww‬‬ ‫ﺗﻮاﻧﻤﺎن را ﺑﺮاي ﺗﻐﯿﯿﺮ و ﺑﻬﺒﻮد، ﺗﻘﻮﯾﺖ ﮐﻨﯿﻢ.‬ ‫‪www.AliVahedidiz.com‬‬ ‫51‬ ‫‪www.AliVahedidiz.com‬‬ ‫61‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫5‬ ‫‪BSC‬‬ ‫ﻣﻨﻄﻖ ﻃﺒﯿﻌﯽ راﺑﻄﻪ ﻋﻠﺖ و ﻣﻌﻠﻮل‬ ‫‪BSC‬‬ ‫ﭼﺮا ﺗﻮازن؟‬ ‫‪m‬‬ ‫و ﺗﺤﻘﻖ ﭼﺸﻢ اﻧﺪاز‬ ‫ﺷﺎﺧﺺ ﻫﺎي ﻣﺎﻟﯽ و ﻏﯿﺮ ﻣﺎﻟﯽ‬ ‫‪ ‬ﺑﺮاي در ﺑﺮ ﮔﺮﻓﺘﻦ ﻣﻮارد ﻣﻠﻤﻮس و ﻏﯿﺮ‬ ‫ﻣﻠﻤﻮس )ﻣﺜﻞ ﺑﺮﻧﺪ، رﺿﺎﯾﺖ ﻣﺸﺘﺮي و ﻏﯿﺮه(‬ ‫‪co‬‬ ‫ﻧﺘﺎﯾﺞ ﻣﺎﻟﯽ‬ ‫ﺑﺮاي ﺗﺤﻘﻖ ﻣﻮﻓﻘﯿﺖ ﻫﺎي ﻣﺎﻟﯽ ...‬ ‫ﺷﺎﺧﺺ ﻫﺎي ﻧﺘﺎﯾﺞ و ﺗﻮاﻧﻤﻨﺪﺳﺎز‬ ‫‪ ‬ﻧﺘﺎﯾﺞ و/ﯾﺎ دﯾﺪﮔﺎه ﻫﺎي ﻣﻌﻄﻮف ﺑﻪ ﮔﺬﺷﺘﻪ‬ ‫.‪iz‬‬ ‫ﻣﻨﺎﻓﻊ ﻣﺸﺘﺮي‬ ‫ﮐﻪ ﺑﺮاي ﺗﺤﻮﯾﻞ ﻣﺠﻤﻮﻋﻪ اي ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮدي‬ ‫از ﻣﻨﺎﻓﻊ ﺑﻪ ﻣﺸﺘﺮﯾﺎﻧﻤﺎن ﻻزم اﺳﺖ ...‬ ‫ﺗﻤﺮﮐﺰ داﺧﻠﯽ و ﺧﺎرﺟﯽ‬ ‫‪ ‬ﺗﻤﺮﮐﺰ ﺑﺮ ﻓﺮآﯾﻨﺪ و ﻣﺸﺘﺮي‬ ‫ﺗﻮاﻧﻤﻨﺪﯾﻬﺎي داﺧﻠﯽ‬ ‫ﺑﺮاي اﯾﺠﺎد ﺗﻮاﻧﻤﻨﺪﯾﻬﺎي اﺳﺘﺮاﺗﮋﯾﮏ ...‬ ‫ﺷﺎﺧﺺ ﻫﺎي ﮐﻮﺗﺎه ﻣﺪت و ﺑﻠﻨﺪ ﻣﺪت‬ ‫‪iD‬‬ ‫ﭼﻪ ﭼﯿﺰي در ‪ BSC‬ﻣﺘﻮازن اﺳﺖ؟‬ ‫‪ ‬ﺗﺎﮐﺘﯿﮑﯽ/ﻋﻤﻠﯿﺎﺗﯽ و اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫داﻧﺶ، ﻣﻬﺎرﺗﻬﺎ، ﺳﯿﺴﺘﻢ ﻫﺎ و اﺑﺰارﻫﺎ‬ ‫ﺗﺠﻬﯿﺰ ﮐﺎرﮐﻨﺎﻧﻤﺎن ...‬ ‫71‬ ‫81‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫ﭼﺮا ﺗﻮازن؟‬ ‫‪BSC‬‬ ‫ﺑﺮرﺳﯽ ﯾﮏ ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﻣﺎﻟﯽ‬ ‫ذﯾﻨﻔﻌﺎن، ﻣﺎ را ﭼﮕﻮﻧﻪ ﻣﯽ ﺑﯿﻨﻨﺪ؟‬ ‫• ﺳﻮد‬ ‫• ﺳﻬﻢ ﺑﺎزار‬ ‫• ﺟﺮﯾﺎن ﻧﻘﺪي‬ ‫‪iV‬‬ ‫‪Al‬‬ ‫ﻣﺸﺘﺮي‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي داﺧﻠﯽ‬ ‫ﺑﺮاي دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﭼﺸﻢ اﻧﺪاز، ﻣﺸﺘﺮﯾﺎﻧﻤﺎن ﭼﮕﻮﻧﻪ‬ ‫ﺑﺮاي راﺿﯽ ﮐﺮدن ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن ﻧﯿﺎز ﺑﻪ‬ ‫ﺑﺎﯾﺪ ﻣﺎ را درك ﮐﻨﻨﺪ؟‬ ‫ﺗﻤﺮﮐﺰ ﺑﺮ ﮐﺪام ﻓﺮآﯾﻨﺪﻫﺎ دارﯾﻢ؟‬ ‫•زﻣﺎن ﺗﺤﻮﯾﻞ‬ ‫• ﺳﻄﺢ ﮐﯿﻔﯿﺖ‬ ‫• زﻣﺎن ﺑﺎزده‬ ‫.‪w‬‬ ‫• رﺿﺎﯾﺖ‬ ‫• ﺗﻌﺪاد ﺧﺮاﺑﯿﻬﺎ‬ ‫ﯾﺎدﮔﯿﺮي و رﺷﺪ‬ ‫ﺑﺮاي دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﭼﺸﻢ اﻧﺪاز ﭼﮕﻮﻧﻪ ﺑﺎﯾﺪ‬ ‫ﺧﻮد،ﻣﺤﺼﻮﻻت و ﻓﺮآﯾﻨﺪﻫﺎﯾﻤﺎن را ﺗﻮﺳﻌﻪ دﻫﯿﻢ؟‬ ‫‪ww‬‬ ‫• ﺗﻌﺪاد ﻣﺸﻮق ﻫﺎ‬ ‫• ﺣﻔﻆ ﮐﺎرﮐﻨﺎن‬ ‫• ﺗﻄﺎﺑﻖ ﺑﺎ ﭘﺮوﻓﺎﯾﻞ ﺷﺎﯾﺴﺘﮕﯽ‬ ‫‪www.AliVahedidiz.com‬‬ ‫91‬ ‫‪www.AliVahedidiz.com‬‬ ‫02‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫6‬ ‫‪BSC‬‬ ‫ﻧﻘﺸﻪ ﻫﺎي اﺳﺘﺮاﺗﮋي و ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن‬ ‫‪BSC‬‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن ﺑﯿﺎﻧﮕﺮ داﺳﺘﺎن اﺳﺘﺮاﺗﮋي ﻣﺎﺳﺖ‬ ‫‪m‬‬ ‫ﻣﺜﺎل: ﯾﮏ ﺷﺮﮐﺖ ﻫﻮاﭘﯿﻤﺎﯾﯽ )‪( Southwest Airlines‬‬ ‫ﺗﺼﻮﯾﺮ دوره زﻣﺎﻧﯽ ﻃﻮﻻﻧﯽ ﺗﺮ)3 -5 ﺳﺎﻟﻪ(‬ ‫ﺗﺼﻮﯾﺮ دوره زﻣﺎﻧﯽ ﮐﻮﺗﺎه ﺗﺮ )ﺳﺎﻟﯿﺎﻧﻪ(‬ ‫ﻣﻀﻤﻮن اﺳﺘﺮاﺗﮋﯾﮏ: ﺳﺮآﻣﺪي ﻋﻤﻠﯿﺎﺗﯽ‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫ﺑﻮدﺟﻪ اﺧﺘﺼﺎص‬ ‫ﻣﺎﻣﻮرﯾﺖ‬ ‫اﻫﺪاف‬ ‫ﺷﺎﺧﺺ ﻫﺎ‬ ‫اﻫﺪاف ﮐﻤﯽ‬ ‫اﻗﺪاﻣﺎت‬ ‫ﻣﺴﺌﻮل‬ ‫ﻣﺎﯾﻠﺴﺘﻮنﻫﺎ‬ ‫ﯾﺎﻓﺘﻪ‬ ‫‪ ‬ﭼﻪ ﭼﯿﺰي ﻣﺤﺮك اﻓﺰاﯾﺶ راﻧﺪﻣﺎن ﻋﻤﻠﯿﺎﺗﯽ اﺳﺖ؟‬ ‫ﻣﺎﻟﯽ‬ ‫ﺳﻮدآوري‬ ‫‪co‬‬ ‫ﺳﻬﻢ ﺑﺎزار‬ ‫•‬ ‫03 % درﺳﺎل‬ ‫‪ ‬ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ در ﻫﻮاﭘﯿﻤﺎﻫﺎي ﮐﻤﺘﺮ‬ ‫ﺳﻮدآوري‬ ‫•‬ ‫•‬ ‫1‪F‬‬ ‫ﺣﻔﻆ ﺟﺎﯾﮕﺎه ﻣﻨﺤﺼﺮ ﺑﻔﺮد ﺧﻮد ﺑﻪ ﻋﻨﻮان ﺗﻨﻬﺎ ﺷﺮﮐﺖ ﺣﻤﻞ و‬ ‫ﻣﺎﻟﯽ‬ ‫ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ‬ ‫•‬ ‫ﻣﯿﺰان درآﻣﺪ ﻫﺮ‬ ‫•‬ ‫02 % در ﺳﺎل‬ ‫•‬ ‫ﻧﻘﻞ ﮐﻢ ﻫﺰﯾﻨﻪ در ﻣﺴﺎﻓﺘﻬﺎي ﮐﻮﺗﺎه و اراﺋﻪ دﻫﻨﺪه ﺧﺪﻣﺎت‬ ‫اﻫﺪا ﺑﺎﻻﺗﺮﯾﻦ ﮐﯿﻔﯿﺖ ﺧﺪﻣﺎت ﺑﻪ ﻣﺸﺘﺮي ﻫﻤﺮاه ﺑﺎ‬ ‫ﺻﻨﺪﻟﯽ‬ ‫ﮐﺎﻫﺶ ﺗﺪاد ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫•‬ ‫3‪F‬‬ ‫2‪F‬‬ ‫ﻫﺰﯾﻨﻪ اﺟﺎره ﻫﻮاﭘﯿﻤﺎ‬ ‫•‬ ‫• 5 % در ﺳﺎل‬ ‫ﮐﺎﻫﺶ ﺗﻌﺪاد ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ‬ ‫ﮔﺮﻣﯽ ، دوﺳﺘﯽ و اﺣﺘﺮام ﺑﻪ اﻓﺮاد.‬ ‫ﻧﺮخ ﺑﻪ ﻣﻮﻗﻊ‬ ‫•‬ ‫ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ‬ ‫•‬ ‫رﺳﯿﺪن‬ ‫رﺗﺒﻪ 1‬ ‫•‬ ‫ﻣﺸﺘﺮی‬ ‫ﻣﺪﯾﺮﯾﺖ ﮐﯿﻔﯿﺖ‬ ‫•‬ ‫•‬ ‫‪$ xxxx‬‬ ‫1‪C‬‬ ‫2‪C‬‬ ‫ﮐﻤﺘﺮﯾﻦ ﻗﯿﻤﺘﻬﺎ‬ ‫•‬ ‫رﺗﺒﻪﺑﻨﺪي از ﻧﻈﺮ‬ ‫•‬ ‫ﻃﺮح وﻓﺎداري‬ ‫•‬ ‫واﺣﺪ ﮐﯿﻔﯿﺖ‬ ‫•‬ ‫ﻣﺸﺘﺮي‬ ‫رﺗﺒﻪ 1‬ ‫•‬ ‫‪ ‬ﭼﮕﻮﻧﻪ اﯾﻨﮑﺎر را اﻧﺠﺎم دﻫﯿﻢ؟‬ ‫ﻣﺘﻌﺪد در اﻣﺮﯾﮑﺎ‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﮔﺮوه ﺑﺎزارﯾﺎﺑﯽ‬ ‫•‬ ‫ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ‬ ‫ﮐﻤﺘﺮﯾﻦ ﻗﯿﻤﺘﻬﺎ‬ ‫‪ ‬ﺟﺬب ﻣﺸﺘﺮﯾﺎن ﻫﺪﻓﯽ ﮐﻪ ﺑﻪ ﻗﯿﻤﺖ و ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ ﺑﻬﺎ ﻣﯽ دﻫﻨﺪ.‬ ‫.‪iz‬‬ ‫ﻃﺮح ﺑﻬﯿﻨﻪ ﺳﺎزي دوره‬ ‫•‬ ‫زﻣﺎن ﮔﺮدش ﮐﺎر‬ ‫•‬ ‫واﺣﺪ‬ ‫•‬ ‫•‬ ‫‪$ xxxx‬‬ ‫03 دﻗﯿﻘﻪ‬ ‫•‬ ‫ﺗﻨﺎوب‬ ‫ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫•‬ ‫ﭘﯿﺶ از ﭘﺮواز‬ ‫ﻣﻬﻨﺪﺳﯽ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﺑﻬﯿﻨﻪ ﺳﺎزي ﻣﺴﯿﺮﻫﺎ‬ ‫•‬ ‫1‪P‬‬ ‫ﺗﺮك ﺑﻪ ﻣﻮﻗﻊ‬ ‫•‬ ‫اﺳﺘﺎﻧﺪارد ﺳﺎزي ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫•‬ ‫واﺣﺪ ﻋﻤﻠﯿﺎت‬ ‫•‬ ‫ﻣﺒﺪا‬ ‫%09‬ ‫•‬ ‫ﻫﻤﺴﻮﯾﯽ‬ ‫•‬ ‫%ﭘﺮﺳﻨﻞ ﺳﻬﺎﻣﺪار‬ ‫•‬ ‫ﺳﺎل اول %07‬ ‫•‬ ‫آﻣﻮزش ﭘﺮﺳﻨﻞ‬ ‫•‬ ‫واﺣﺪ آﻣﻮزش‬ ‫•‬ ‫•‬ ‫‪$ xxxx‬‬ ‫‪ ‬ﺗﻤﺮﮐﺰ ﺳﺎزﻣﺎن ﻣﺎ ﺑﺮ ﺑﻬﺒﻮد ﭼﻪ ﻓﺮآﯾﻨﺪﻫﺎي ﺑﺎﯾﺪ ﺑﺎﺷﺪ؟‬ ‫ﯾﺎدﮔﯿﺮی‬ ‫ﮐﺎرﮐﻨﺎن‬ ‫%ﭘﺮﺳﻨﻞ آﻣﻮزش‬ ‫•‬ ‫• ﺳﺎل ﺳﻮم %09‬ ‫ﺟﺪﯾﺪ‬ ‫‪ ‬ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ )ﻓﺎﺻﻠﻪ ﺑﯿﻦ دو ﭘﺮواز(‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي‬ ‫ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫1‪L‬‬ ‫دﯾﺪه‬ ‫• ﺳﺎلﭘﻨﺠﻢ %001‬ ‫داﺧﻠﯽ‬ ‫‪iD‬‬ ‫‪ ‬آﯾﺎ ﮐﺎرﮐﻨﺎﻧﻤﺎن آﻧﺮا اﻧﺠﺎم ﻣﯽ دﻫﻨﺪ؟‬ ‫اﺳﺘﺮاﺗﮋي‬ ‫ﺗﺎﮐﺘﯿﮏ ﻫﺎ‬ ‫‪ ‬آﻣﻮزش و ﭘﺎداش دادن ﺑﻪ ﭘﺮﺳﻨﻞ زﻣﯿﻨﯽ ﺑﺮاﺳﺎس ﻣﺸﺎرﮐﺘﺸﺎن در‬ ‫ﯾﺎدﮔﯿﺮي‬ ‫ﻫﻤﺴﻮﯾﯽ ﮐﺎرﮐﻨﺎن‬ ‫“ ﻣﺪﯾﺮﯾﺖ”‬ ‫ﻣﻮﻓﻘﯿﺖ ﺷﺮﮐﺖ‬ ‫“ ﻣﺪﯾﺮﯾﺖ”‬ ‫‪ ‬ﻃﺮح ﺳﻬﺎم دار ﮐﺮدن ﮐﺎرﮐﻨﺎن‬ ‫12‬ ‫22‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫واژه ﻫﺎي ﮐﻠﯿﺪي در ‪BSC‬‬ ‫‪BSC‬‬ ‫ﭼﺮا از ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن اﺳﺘﻔﺎده ﮐﻨﯿﻢ؟‬ ‫ﭼﮕﻮﻧﻪ ﻣﻮﻓﻘﯿﺖ‬ ‫ﺑﯿﺎن اﯾﻨﮑﻪ ﭼﻪ‬ ‫اﺳﺘﺮاﺗﮋي ﺑﺎﯾﺪ‬ ‫‪iV‬‬ ‫ﻣﻀﻤﻮن اﺳﺘﺮاﺗﮋﯾﮏ: ﺳﺮآﻣﺪي ﻋﻤﻠﯿﺎﺗﯽ‬ ‫ﮐﺎرﮐﻨﺎن را ﮔﺮدﻫﻢ آورده و ﺑﺎ ﻫﻢ ﻣﺘﺤﺪ ﻣﯽ ﮐﻨﺪ )ﺗﻮﺳﻌﻪ ﮐﺎر ﺗﯿﻤﯽ(.‬ ‫اﻗﺪاﻣﺎت ﮐﻠﯿﺪي‬ ‫ﺳﻄﺢ ﻋﻤﻠﮑﺮد ﯾﺎ ﻣﻮرد ﻧﯿﺎز ﺑﺮاي‬ ‫ﺗﺤﻘﻖ اﺳﺘﺮاﺗﮋي‬ ‫ﻣﺤﻘﻖ ﺷﻮد و‬ ‫ﺑﯿﻦ ﺗﻤﺎم ارﮐﺎن ﺳﺎزﻣﺎن از ﻃﺮﯾﻖ اﯾﺠﺎد ﯾﮏ ﭼﺸﻢ اﻧﺪاز ﻣﺸﺘﺮك،‬ ‫ﻧﺮخ ﺑﻬﺒﻮد ﻣﻮرد ﺗﺤﻘﻖ اﻫﺪاف‬ ‫اﻧﺪازه ﮔﯿﺮي ﻣﯽ‬ ‫ﭼﻪ ﭼﯿﺰي ﺑﺮاي‬ ‫ﺗﻮﺳﻌﻪ و ﭘﯿﺎده ﺳﺎزي اﺳﺘﺮاﺗﮋي، ﻓﺮﻣﻮﻟﻪ ﮐﺮدن ﺑﻮدﺟﻪ و ... اﯾﺠﺎد‬ ‫ﻣﺎﻟﯽ‬ ‫ﺳﻮدآوري‬ ‫اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﻧﯿﺎز‬ ‫ﮔﺮدد .‬ ‫ﻣﻮﻓﻘﯿﺘﺶ‬ ‫ﮐﺎﻫﺶ ﺗﻌﺪاد ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ‬ ‫ﻫﻤﺴﻮﯾﯽ ﻣﯽ ﮐﻨﺪ.‬ ‫‪Al‬‬ ‫ﺣﯿﺎﺗﯽ اﺳﺖ.‬ ‫ﻣﺸﺘﺮي‬ ‫ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ‬ ‫ﮐﻤﺘﺮﯾﻦ ﻗﯿﻤﺘﻬﺎ‬ ‫ارﺗﺒﺎﻃﺎت ﺳﺎزﻣﺎﻧﯽ – ﻋﻤﻮدي و اﻓﻘﯽ – را ﺑﻬﺒﻮد ﻣﯽ ﺑﺨﺸﺪ.‬ ‫اﺑﺘﮑﺎرات‬ ‫ﻋﺪد ﮐﻤﯽ‬ ‫ﺷﺎﺧﺺ‬ ‫اﻫﺪاف‬ ‫اﯾﺠﺎد ﺗﻌﻬﺪ ﺑﻪ ﮐﺴﺐ ﻧﺘﺎﯾﺞ و ﻋﻤﻠﮑﺮد – ﺗﻐﯿﯿﺮ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ.‬ ‫.‪w‬‬ ‫اﯾﺠﺎد ﺣﺲ ﻣﺴﺆﻟﯿﺖ ﭘﺬﯾﺮي ﻓﺮدي و ﺟﻤﻌﯽ.‬ ‫‪Initiative‬‬ ‫‪Target‬‬ ‫‪Measurement‬‬ ‫‪Objectives‬‬ ‫• ﻃﺮح ﺑﻬﯿﻨﻪ‬ ‫• 03 دﻗﯿﻘﻪ‬ ‫• زﻣﺎن ﮔﺮدش ﮐﺎر‬ ‫ﺳﺎزي دوره‬ ‫ﭘﯿﺶ از ﭘﺮواز‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي‬ ‫ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫ﺗﻨﺎوب‬ ‫• %09‬ ‫• ﺗﺮك ﺑﻪ ﻣﻮﻗﻊ ﻣﺒﺪا‬ ‫• ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫داﺧﻠﯽ‬ ‫اﻧﺪازه ﮔﯿﺮي ﻫﺮ آﻧﭽﻪ ﮐﻪ رخ ﻣﯽ دﻫﺪ و در دﺳﺘﻮر ﮐﺎر ﻗﺮار دارد.‬ ‫ﯾﺎدﮔﯿﺮي‬ ‫ﺗﻤﺮﮐﺰ ﺑﺮ ﻣﻮﺿﻮﻋﺎت و ﻣﻘﻮﻻت ﺑﺴﯿﺎر ﻣﻬﻢ و ﺣﯿﺎﺗﯽ.‬ ‫‪ww‬‬ ‫ﻫﻤﺴﻮﯾﯽ ﮐﺎرﮐﻨﺎن‬ ‫‪www.AliVahedidiz.com‬‬ ‫32‬ ‫‪www.AliVahedidiz.com‬‬ ‫42‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
‫7‬ ‫‪BSC‬‬ ‫ﭼﺮا ‪ BSC‬؟‬ ‫‪BSC‬‬ ‫اﯾﺠﺎد و اﺟﺮاي ‪BSC‬‬ ‫‪m‬‬ ‫ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن‬ ‫•‬ ‫ﻣﺎﻣﻮرﯾﺖ‬ ‫•‬ ‫• ﻧﺘﺎﯾﺞ ﻋﻤﻠﮑﺮد‬ ‫ارزش ﻫﺎي ﺳﺎزﻣﺎن‬ ‫•‬ ‫• ﺑﺎزﻧﮕﺮي اﺳﺘﺮاﺗﮋي ﻫﺎ‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫•‬ ‫ﺗﻌﯿﯿﻦ ﺷﮑﺎف ارزش‬ ‫‪co‬‬ ‫•‬ ‫ﺷﻨﺎﺳﺎﯾﯽ ﻣﻮﺿﻮﻋﺎت اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫•‬ ‫•ﻫﻤﺴﻮﯾﯽ‬ ‫• ﮐﺎرﺗﻬﺎي واﺣﺪﻫﺎي‬ ‫ﮐﺴﺐ وﮐﺎر و ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫• ﻓﺮﻣﻮﻟﻪ ﮐﺮدن اﺳﺘﺮاﺗﮋي‬ ‫• ارزش ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮي‬ ‫• ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫• ﻧﺘﺎﯾﺞ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫• ﻧﺮم اﻓﺰار‬ ‫• ﮔﺰارش دﻫﯽ ﻋﻤﻠﮑﺮد‬ ‫• ﺑﻪ اﺷﺘﺮاك ﮔﺬاري‬ ‫•اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫داﻧﺶ‬ ‫‪iD‬‬ ‫• ارﺗﺒﺎﻃﺎت ﻋﻠﺖ و ﻣﻌﻠﻮﻟﯽ‬ ‫• اﻧﺘﺨﺎب و اوﻟﻮﯾﺖ ﺑﻨﺪي‬ ‫• ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫• ﺷﺎﺧﺺ ﻫﺎي ﻋﻤﻠﮑﺮد‬ ‫•ﺗﺄﻣﯿﻦ ﻣﻨﺎﺑﻊ ﻣﺎﻟﯽ‬ ‫• اﻫﺪاف ﮐﻤﯽ‬ ‫•ﺗﻌﯿﯿﻦ ﭘﺎﺳﺨﮕﻮ‬ ‫• ﺧﻂ ﻣﺒﻨﺎ و ﺣﺪود ﮐﻨﺘﺮﻟﯽ‬ ‫52‬ ‫62‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫اﻃﻼﻋﺎت ﺗﻤﺎس‬ ‫,‪Name: Ali Vahedi‬‬ ‫:‪Email‬‬ ‫‪iV‬‬ ‫‪MSc, PgMP, PMP, RMP, SP, BSC BB, EBCL A‬‬ ‫‪3avahedi@gmail.com , Vahedi@RSRastak.com‬‬ ‫:‪Web Site‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪Al‬‬ ‫‪www.RSRastak.com‬‬ ‫.‪w‬‬ ‫!‪Good Luck‬‬ ‫‪ww‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫72‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬

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Ali Vahedi - BSC Introduction

  • 1. ‫1‬ ‫‪BSC‬‬ ‫ﻣﺪرس‬ ‫‪m‬‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ارﺷﺪ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﺗﺮﺑﯿﺖ ﻣﺪرس‬ ‫داراي ﻣﺪرك ﮐﺎرﺷﻨﺎﺳﯽ ﻣﻬﻨﺪﺳﯽ ﺻﻨﺎﯾﻊ از داﻧﺸﮕﺎه ﻋﻠﻢ و ﺻﻨﻌﺖ اﯾﺮان‬ ‫داراي ﻣﺪرك ‪ RMP ، PMP ، PgMP‬و ‪ SP‬از ﻣﺆﺳﺴﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪( PMI‬‬ ‫ﻋﻀﻮ ﻓﻌﺎل ﺳﺎزﻣﺎن ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه آﻣﺮﯾﮑﺎ )‪( PMI‬‬ ‫‪co‬‬ ‫ﻋﻀﻮ ﺗﯿﻢ ﺗﻬﯿﻪ و ﺗﺪوﯾﻦ وﯾﺮاﯾﺶ 8002 اﺳﺘﺎﻧﺪارد ‪ PMBOK‬و ‪Portfolio Management‬‬ ‫ﻣﺆﻟﻒ اوﻟﯿﻦ ﮐﺘﺎب ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه ﺑﺎ ﺳﯿﺴﺘﻢ ﻣﺪﯾﺮﯾﺖ ارزش ﮐﺴﺐ ﺷﺪه در اﯾﺮان‬ ‫ﺳﺎﺑﻘﻪ ﺗﺪرﯾﺲ ﺑﯿﺶ از 002 دوره آﻣﻮزﺷﯽ در ﺳﺎزﻣﺎﻧﻬﺎ و ﺻﻨﺎﯾﻊ ﻣﺨﺘﻠﻒ‬ ‫ﭘﺮورش ﺑﯿﺶ از 082 ﻣﺪﯾﺮ ﭘﺮوژه ﺣﺮﻓﻪ اي )‪ (PMP‬در اﯾﺮان‬ ‫.‪iz‬‬ ‫ﭘﺮورش ﺑﯿﺶ از 07 دﺳﺘﯿﺎر ﺣﺮﻓﻪ اي ﻣﺪﯾﺮ ﭘﺮوژه )‪ (IPMA Level D‬در اﯾﺮان‬ ‫31ﺳﺎل ﺗﺠﺮﺑﻪ در زﻣﯿﻨﻪ ﻣﺪﯾﺮﯾﺖ ﭘﺮوژه و ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋﯾﻬﺎ )ﻫﻮﺷﯿﻦ و ‪( BSC‬‬ ‫داراي ﮐﻤﺮﺑﻨﺪ ﻣﺸﮑﯽ ‪ BSC‬و ﮔﻮاﻫﯿﻨﺎﻣﻪ ﺗﺮﺑﯿﺖ ﻣﺪرس ‪ BSC‬از ﻣﻮﺳﺴﻪ ‪ BSC‬آﻣﺮﯾﮑﺎ‬ ‫‪BSC‬‬ ‫ارزﯾﺎب ﺟﺎﯾﺰه ﻣﻠﯽ ﺗﻌﺎﻟﯽ ﺳﺎزﻣﺎﻧﯽ )‪( EFQM‬‬ ‫ﻣﺪﯾﺮ ﭘﺮوژه ﺑﺴﻂ و ﮔﺴﺘﺮش اﺳﺘﺮاﺗﮋي، ﻣﺪﯾﺮ ﭘﺮوژه اﺣﺪاث ﻣﺠﻤﻮﻋﻪ ورزﺷﯽ، ﻣﺪﯾﺮ ﻃﺮح و‬ ‫‪iD‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﺷﺮﮐﺖ ﺳﺎﭘﮑﻮ و ﻣﺸﺎور ﻗﺎﺋﻢ ﻣﻘﺎم ارﺷﺪ ﻣﺪﯾﺮﻋﺎﻣﻞ اﯾﺮان ﺧﻮدرو.‬ ‫2‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫‪BSC‬‬ ‫ﺳﺨﻦ ﺑﺰرﮔﺎن‬ ‫‪iV‬‬ ‫ﭼﻨﺎﻧﭽﻪ از ﺑﺮﻧﺎﻣﻪ رﯾﺰي ﻏﻔﻠﺖ‬ ‫ﮐﻨﯿﺪ، آﻧﮕﺎه ﺑﺮاي ﺷﮑﺴﺖ‬ ‫ﻓﺼﻞ اول‬ ‫ﺑﺮﻧﺎﻣﻪ رﯾﺰي ﮐﺮده اﯾﺪ.‬ ‫‪Al‬‬ ‫.‪w‬‬ ‫در ﺧﺼﻮص آﯾﻨﺪه ﭘﯿﺶ ﻓﻌﺎل‬ ‫ﻣﻘﺪﻣﻪ اي ﺑﺮ ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﻣﺘﻮازن )‪(BSC‬‬ ‫ﺑﺎﺷﯿﺪ‬ ‫‪ww‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫3‬ ‫‪www.AliVahedidiz.com‬‬ ‫4‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 2. ‫2‬ ‫‪BSC‬‬ ‫ﺑﯿﺸﺘﺮ ﺳﺎزﻣﺎﻧﻬﺎ ﭼﮕﻮﻧﮕﯽ اﺟﺮاي اﺳﺘﺮاﺗﮋي را ﻧﻤﯽ داﻧﻨﺪ‬ ‫‪BSC‬‬ ‫آﯾﺎ ﺷﺮﮐﺘﻬﺎ اﺳﺘﺮاﺗﮋي ﻫﺎي ﺧﻮد را اﺟﺮا ﻣﯽ ﮐﻨﻨﺪ؟‬ ‫‪m‬‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم ﭼﺸﻢ اﻧﺪاز‬ ‫ﮐﻤﺘﺮ از %01 از اﺳﺘﺮاﺗﮋيﻫﺎﯾﯽ‬ ‫ﮐﻪ ﺑﻪ ﺷﯿﻮه اي ﻣﻮﺛﺮ ﺗﻨﻈﯿﻢ‬ ‫%59 از ﮐﺎرﮐﻨﺎن ﻣﻔﻬﻮم‬ ‫اﺳﺘﺮاﺗﮋي را درك ﻧﻤﯽﮐﻨﻨﺪ.‬ ‫ﺷﺪهاﻧﺪ، ﺑﻪ ﺷﯿﻮهاي ﻣﻨﺎﺳﺐ و‬ ‫‪co‬‬ ‫ﻣﻮﺛﺮ اﺟﺮا ﻣﯽﺷﻮﻧﺪ.‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم اﻓﺮاد‬ ‫از ﻫﺮ 01 ﺷﺮﮐﺖ‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم ﻣﺪﯾﺮﯾﺖ‬ ‫در %57 ﺳﺎزﻣﺎﻧﻬﺎ ارﺗﺒﺎﻃﯽ‬ ‫9 ﻣﻮرد در اﺟﺮاي‬ ‫%58 درﺻﺪ از ﺗﯿﻤﻬﺎي اﺟﺮاﯾﯽ‬ ‫ﺑﯿﻦ ﭘﺎداش ﻫﺎي ﻣﺪﯾﺮﯾﺘﯽ و‬ ‫اﺳﺘﺮاﺗﮋي ﺷﮑﺴﺖ‬ ‫ﮐﻤﺘﺮ از ﯾﮏ ﺳﺎﻋﺖ در ﻣﺎه را‬ ‫ﺻﺮف ﺑﺤﺚ در ﺧﺼﻮص‬ ‫.‪iz‬‬ ‫اﺳﺘﺮاﺗﮋي وﺟﻮد ﻧﺪارد.‬ ‫ﻣﯽ ﺧﻮرﻧﺪ.‬ ‫اﺳﺘﺮاﺗﮋي ﻣﯽ ﮐﻨﻨﺪ.‬ ‫در ﺑﯿﺸﺘﺮ ﻣﻮارد )ﺣﺪود %07(‬ ‫ﻣﺸﮑﻞ واﻗﻌﯽ ﺳﺎزﻣﺎن ﻧﻪ از‬ ‫%06 از ﺳﺎزﻣﺎﻧﻬﺎ ارﺗﺒﺎﻃﯽ‬ ‫اﺳﺘﺮاﺗﮋي ﺑﺪ، ﺑﻠﮑﻪ از اﺟﺮاي‬ ‫‪Source: Renaissance‬‬ ‫‪Worldwide/Business Intelligence‬‬ ‫ﻣﯿﺎن اﺳﺘﺮاﺗﮋي ﻫﺎ و‬ ‫ﺑﻮدﺟﻪ ﻫﺎ ﺑﺮﻗﺮار ﻧﻤﯽ ﮐﻨﻨﺪ.‬ ‫‪iD‬‬ ‫ﺑﺪ آن اﺳﺖ.‬ ‫9991-8991 ‪Survey‬‬ ‫ﻣﺎﻧﻌﯽ ﺑﻪ ﻧﺎم ﻣﻨﺎﺑﻊ‬ ‫ﻣﻨﺒﻊ : ﻣﺠﻠﻪ ‪Fortune‬‬ ‫5‬ ‫6‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋي ﯾﺎ اﺟﺮاي اﺳﺘﺮاﺗﮋي؟‬ ‫‪BSC‬‬ ‫راز ﻣﻮﻓﻘﯿﺖ‬ ‫‪BSC‬‬ ‫ﺳﺎزﻣﺎﻧﻬﺎ ﺑﻪ ﻫﺮ دو ﻧﯿﺎزﻣﻨﺪﻧﺪ‬ ‫ﺑﺮاي ﮐﺴﺐ ﻣﻮﻓﻘﯿﺖ اﺳﺘﺮاﺗﮋﯾﮏ ﺑﺎﯾﺪ از ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋي ﻫﺎ ﺑﻪ ﺳﻮي‬ ‫‪iV‬‬ ‫اﺳﺘﺮاﺗﮋي ﺧﻮب‬ ‫اﺟﺮاي اﺳﺘﺮاﺗﮋي ﻫﺎ ﺣﺮﮐﺖ ﮐﺮد‬ ‫‪Al‬‬ ‫ﺧﻮب‬ ‫ﻓﺮﺻﺖ ﻫﺎي از دﺳﺖ رﻓﺘﻪ‬ ‫ﻣﻮﻓﻘﯿﺖ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫اﺟﺮاي ﺧﻮب‬ ‫ﺗﺪوﯾﻦ اﺳﺘﺮاﺗﮋي‬ ‫.‪w‬‬ ‫اﺟﺮاي ﺧﻮب ﯾﮏ اﺳﺘﺮاﺗﮋي ﻣﺘﻮﺳﻂ ﻣﻤﮑﻦ اﺳﺖ ﻣﻘﺪار زﯾﺎدي از‬ ‫ﺑﺪ‬ ‫ﻣﺤﮑﻮم ﺑﻪ ﻓﻨﺎ از اﺑﺘﺪا‬ ‫در ﺧﻄﺮ‬ ‫اﻧﺘﻈﺎرات را ﺑﺮآورده ﮐﻨﺪ.‬ ‫اﺟﺮاي ﺑﺪ ﯾﮏ اﺳﺘﺮاﺗﮋي ﻋﺎﻟﯽ ﻣﻤﮑﻦ اﺳﺖ اﻧﺘﻈﺎرات را ﺑﺮآورده ﻧﮑﻨﺪ.‬ ‫ﺑﺪ‬ ‫ﺧﻮب‬ ‫‪ww‬‬ ‫اﺟﺮاي اﺳﺘﺮاﺗﮋي‬ ‫‪www.AliVahedidiz.com‬‬ ‫7‬ ‫‪www.AliVahedidiz.com‬‬ ‫8‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 3. ‫3‬ ‫‪BSC‬‬ ‫اﯾﺪه اوﻟﯿﻪ ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن )‪(BSC‬‬ ‫‪BSC‬‬ ‫ﻣﺮاﺣﻞ ﺑﻠﻮغ ‪BSC‬‬ ‫‪m‬‬ ‫ﺑﻪ ﻣﻨﻈﻮر رﻓﻊ ﻧﺎرﺳﺎﺋﯽ ﺳﯿﺴﺘﻢﻫﺎي‬ ‫ﺳﻨﺠﺶ ﻋﻤﻠﮑﺮد ﻣﺒﺘﻨﯽ ﺑﺮ‬ ‫‪co‬‬ ‫ﺳﻨﺠﻪﻫﺎي ﺻﺮﻓﺎً ﻣﺎﻟﯽ، راﺑﺮت‬ ‫ﮐﺎﭘﻼن .‪(Robert S‬‬ ‫)‪ Kaplan‬و دﯾﻮﯾﺪ ﻧﻮرﺗﻮن‬ ‫.‪iz‬‬ ‫)‪ (David P. Norton‬در‬ ‫ﺳﺎل 2991، اﯾﺪه ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﻣﺘﻮازن را ﻣﻌﺮﻓﯽ ﻧﻤﻮدﻧﺪ .‬ ‫‪iD‬‬ ‫5991 --------- 2991‬ ‫6991‬ ‫0002‬ ‫4002‬ ‫6002‬ ‫8002‬ ‫9‬ ‫01‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫اﺻﻮل ﺳﺎزﻣﺎن اﺳﺘﺮاﺗﮋي ﻣﺤﻮر‬ ‫‪BSC‬‬ ‫آﯾﺎ ﺷﻤﺎ ﯾﮏ ﻓﺮاﯾﻨﺪ ﻣﺪﯾﺮﯾﺖ رﺳﻤﯽ ﻣﻨﺎﺳﺐ دارﯾﺪ؟‬ ‫5‬ ‫ﺗﺒﺪﯾﻞ اﺳﺘﺮاﺗﮋي‬ ‫1‬ ‫ﺑﺴﯿﺞ ﺗﻐﯿﯿﺮ‬ ‫‪iV‬‬ ‫از ﻃﺮﯾﻖ‬ ‫ﺑﻪ ﻓﺮآﯾﻨﺪي ﻣﺴﺘﻤﺮ‬ ‫‪Al‬‬ ‫رﻫﺒﺮي ارﺷﺪ‬ ‫ﺳﺎﺯﻣﺎﻥ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺤﻮﺭ ﺗﺒﺪﯾﻞ اﺳﺘﺮاﺗﮋي‬ ‫ﺗﺮﺟﻤﻪ اﺳﺘﺮاﺗﮋي ﺑﻪ‬ ‫ﺑﻪ ﮐﺎر روزﻣﺮه‬ ‫)‪( SFO‬‬ ‫.‪w‬‬ ‫ﻋﺒﺎرات ﻋﻤﻠﯿﺎﺗﯽ‬ ‫4‬ ‫ﮐﺎرﮐﻨﺎن‬ ‫2‬ ‫ﻫﻤﺴﻮﺳﺎزي‬ ‫ﺳﺎزﻣﺎن ﺑﺎ اﺳﺘﺮاﺗﮋي‬ ‫ﻫﺎ‬ ‫‪ww‬‬ ‫3‬ ‫‪www.AliVahedidiz.com‬‬ ‫11‬ ‫‪www.AliVahedidiz.com‬‬ ‫21‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 4. ‫4‬ ‫ﺷﺮﮐﺘﻬﺎي ﺧﻮش ﻧﺎم در اﺟﺮاي اﺳﺘﺮاﺗﮋي ﻫﺎ ﺑﺮ اﺳﺎس ‪BSC‬‬ ‫‪BSC‬‬ ‫‪BSC‬‬ ‫اﺻﻮل ﯾﮏ ﺳﯿﺴﺘﻢ ﻋﻤﻠﮑﺮد ﺑﺮ اﺳﺎس ‪BSC‬‬ ‫دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﭘﯿﺸﺮﻓﺖ ﻫﺎي ﻓﻮق اﻟﻌﺎده‬ ‫‪m‬‬ ‫‪co‬‬ ‫ﻣﺎﻟﯽ‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي داﺧﻠﯽ‬ ‫.‪iz‬‬ ‫و اﺳﺘﺮاﺗﮋي‬ ‫ﯾﺎدﮔﯿﺮي و رﺷﺪ‬ ‫‪iD‬‬ ‫31‬ ‫41‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن: ﻓﺮﺿﯿﻪﻫﺎي ﻋﻠﺖ و ﻣﻌﻠﻮﻟﯽ‬ ‫‪BSC‬‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن: ﻓﺮﺿﯿﻪﻫﺎي ﻋﻠﺖ و ﻣﻌﻠﻮﻟﯽ‬ ‫4 . اﻓﺰاﯾﺶ رﺿﺎﯾﺖ ﻣﺸﺘﺮي ﻣﻨﺠﺮ ﺑﻪ‬ ‫ﻧﺘﺎﯾﺞ ﻣﺎﻟﯽ ﺑﻬﺘﺮي ﺧﻮاﻫﺪ ﺷﺪ.‬ ‫‪iV‬‬ ‫‪Financial‬‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫ﻣﻨﻈﺮ ﻣﺎﻟﯽ‬ ‫ﺑﺮاي ﻣﻮﻓﻘﯿﺖ ﻣﺎﻟﯽ، ﺑﺮاي ذﯾﻨﻔﻌﺎﻧﻤﺎن ﭼﮕﻮﻧﻪ‬ ‫ﺑﺎﯾﺪ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﯿﻢ؟‬ ‫‪Al‬‬ ‫3 . ﺑﻬﺒﻮد ﻓﺮاﯾﻨﺪﻫﺎي ﮐﺎري ﻣﻨﺠﺮ ﺑﻪ‬ ‫ﻧﺘﺎﯾﺞ‬ ‫‪Customer‬‬ ‫ﻣﻨﻈﺮ ﻣﺸﺘﺮي‬ ‫اﻓﺰاﯾﺶ رﺿﺎﯾﺖ ﻣﺸﺘﺮي ﺧﻮاﻫﺪ ﺷﺪ.‬ ‫ﺑﺮاي ﺗﺤﻘﻖ ﭼﺸﻢ اﻧﺪازﻣﺎن، ﺑﺮاي ﻣﺸﺘﺮﯾﺎﻧﻤﺎن‬ ‫ﭼﮕﻮﻧﻪ ﺑﺎﯾﺪ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﯿﻢ؟‬ ‫2 . ﻣﻬﺎرتﻫﺎ و ﺗﻮاﻧﻤﻨﺪﺳﺎزي ﭘﺮﺳﻨﻞ‬ ‫.‪w‬‬ ‫‪Internal Process‬‬ ‫ﻣﻨﻈﺮ ﻓﺮآﺑﻨﺪﻫﺎي داﺧﻠﯽ‬ ‫ﺑﺎﻋﺚ ﺑﻬﺒﻮد روشﻫﺎي ﮐﺎري ﺧﻮاﻫﺪ ﺷﺪ.‬ ‫ﺑﺮاي ﺟﻠﺐ رﺿﺎﯾﺖ ﻣﺸﺘﺮﯾﺎﻧﻤﺎن، و ذﯾﻨﻔﻌﺎن،‬ ‫ﮐﺪام ﻓﺮآﯾﻨﺪﻫﺎي داﺧﻠﯽ ﻣﺎن ﺣﯿﺎﺗﯽ و ﻣﻬﻢ‬ ‫ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎ /‬ ‫ﻫﺴﺘﻨﺪ؟‬ ‫1 . داﻧﺶ و ﻣﻬﺎرت ﭘﺮﺳﻨﻞ زﯾﺮﺑﻨﺎي‬ ‫ﻣﺤﺮﮐﻬﺎ‬ ‫ﻣﻨﻈﺮ ﯾﺎدﮔﯿﺮي و رﺷﺪ‬ ‫‪Learning & Growth‬‬ ‫ﺗﻤﺎﻣﯽ ﺑﻬﺒﻮدﻫﺎ و ﻧﻮآوريﻫﺎﺳﺖ.‬ ‫ﺑﺮاي ﺗﺤﻘﻖ ﭼﺸﻢ اﻧﺪازﻣﺎن، ﭼﮕﻮﻧﻪ ﻣﯿﺘﻮاﻧﯿﻢ‬ ‫‪ww‬‬ ‫ﺗﻮاﻧﻤﺎن را ﺑﺮاي ﺗﻐﯿﯿﺮ و ﺑﻬﺒﻮد، ﺗﻘﻮﯾﺖ ﮐﻨﯿﻢ.‬ ‫‪www.AliVahedidiz.com‬‬ ‫51‬ ‫‪www.AliVahedidiz.com‬‬ ‫61‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 5. ‫5‬ ‫‪BSC‬‬ ‫ﻣﻨﻄﻖ ﻃﺒﯿﻌﯽ راﺑﻄﻪ ﻋﻠﺖ و ﻣﻌﻠﻮل‬ ‫‪BSC‬‬ ‫ﭼﺮا ﺗﻮازن؟‬ ‫‪m‬‬ ‫و ﺗﺤﻘﻖ ﭼﺸﻢ اﻧﺪاز‬ ‫ﺷﺎﺧﺺ ﻫﺎي ﻣﺎﻟﯽ و ﻏﯿﺮ ﻣﺎﻟﯽ‬ ‫‪ ‬ﺑﺮاي در ﺑﺮ ﮔﺮﻓﺘﻦ ﻣﻮارد ﻣﻠﻤﻮس و ﻏﯿﺮ‬ ‫ﻣﻠﻤﻮس )ﻣﺜﻞ ﺑﺮﻧﺪ، رﺿﺎﯾﺖ ﻣﺸﺘﺮي و ﻏﯿﺮه(‬ ‫‪co‬‬ ‫ﻧﺘﺎﯾﺞ ﻣﺎﻟﯽ‬ ‫ﺑﺮاي ﺗﺤﻘﻖ ﻣﻮﻓﻘﯿﺖ ﻫﺎي ﻣﺎﻟﯽ ...‬ ‫ﺷﺎﺧﺺ ﻫﺎي ﻧﺘﺎﯾﺞ و ﺗﻮاﻧﻤﻨﺪﺳﺎز‬ ‫‪ ‬ﻧﺘﺎﯾﺞ و/ﯾﺎ دﯾﺪﮔﺎه ﻫﺎي ﻣﻌﻄﻮف ﺑﻪ ﮔﺬﺷﺘﻪ‬ ‫.‪iz‬‬ ‫ﻣﻨﺎﻓﻊ ﻣﺸﺘﺮي‬ ‫ﮐﻪ ﺑﺮاي ﺗﺤﻮﯾﻞ ﻣﺠﻤﻮﻋﻪ اي ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮدي‬ ‫از ﻣﻨﺎﻓﻊ ﺑﻪ ﻣﺸﺘﺮﯾﺎﻧﻤﺎن ﻻزم اﺳﺖ ...‬ ‫ﺗﻤﺮﮐﺰ داﺧﻠﯽ و ﺧﺎرﺟﯽ‬ ‫‪ ‬ﺗﻤﺮﮐﺰ ﺑﺮ ﻓﺮآﯾﻨﺪ و ﻣﺸﺘﺮي‬ ‫ﺗﻮاﻧﻤﻨﺪﯾﻬﺎي داﺧﻠﯽ‬ ‫ﺑﺮاي اﯾﺠﺎد ﺗﻮاﻧﻤﻨﺪﯾﻬﺎي اﺳﺘﺮاﺗﮋﯾﮏ ...‬ ‫ﺷﺎﺧﺺ ﻫﺎي ﮐﻮﺗﺎه ﻣﺪت و ﺑﻠﻨﺪ ﻣﺪت‬ ‫‪iD‬‬ ‫ﭼﻪ ﭼﯿﺰي در ‪ BSC‬ﻣﺘﻮازن اﺳﺖ؟‬ ‫‪ ‬ﺗﺎﮐﺘﯿﮑﯽ/ﻋﻤﻠﯿﺎﺗﯽ و اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫داﻧﺶ، ﻣﻬﺎرﺗﻬﺎ، ﺳﯿﺴﺘﻢ ﻫﺎ و اﺑﺰارﻫﺎ‬ ‫ﺗﺠﻬﯿﺰ ﮐﺎرﮐﻨﺎﻧﻤﺎن ...‬ ‫71‬ ‫81‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫ﭼﺮا ﺗﻮازن؟‬ ‫‪BSC‬‬ ‫ﺑﺮرﺳﯽ ﯾﮏ ﮐﺎرت اﻣﺘﯿﺎزي‬ ‫ﻣﺎﻟﯽ‬ ‫ذﯾﻨﻔﻌﺎن، ﻣﺎ را ﭼﮕﻮﻧﻪ ﻣﯽ ﺑﯿﻨﻨﺪ؟‬ ‫• ﺳﻮد‬ ‫• ﺳﻬﻢ ﺑﺎزار‬ ‫• ﺟﺮﯾﺎن ﻧﻘﺪي‬ ‫‪iV‬‬ ‫‪Al‬‬ ‫ﻣﺸﺘﺮي‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي داﺧﻠﯽ‬ ‫ﺑﺮاي دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﭼﺸﻢ اﻧﺪاز، ﻣﺸﺘﺮﯾﺎﻧﻤﺎن ﭼﮕﻮﻧﻪ‬ ‫ﺑﺮاي راﺿﯽ ﮐﺮدن ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن ﻧﯿﺎز ﺑﻪ‬ ‫ﺑﺎﯾﺪ ﻣﺎ را درك ﮐﻨﻨﺪ؟‬ ‫ﺗﻤﺮﮐﺰ ﺑﺮ ﮐﺪام ﻓﺮآﯾﻨﺪﻫﺎ دارﯾﻢ؟‬ ‫•زﻣﺎن ﺗﺤﻮﯾﻞ‬ ‫• ﺳﻄﺢ ﮐﯿﻔﯿﺖ‬ ‫• زﻣﺎن ﺑﺎزده‬ ‫.‪w‬‬ ‫• رﺿﺎﯾﺖ‬ ‫• ﺗﻌﺪاد ﺧﺮاﺑﯿﻬﺎ‬ ‫ﯾﺎدﮔﯿﺮي و رﺷﺪ‬ ‫ﺑﺮاي دﺳﺘﯿﺎﺑﯽ ﺑﻪ ﭼﺸﻢ اﻧﺪاز ﭼﮕﻮﻧﻪ ﺑﺎﯾﺪ‬ ‫ﺧﻮد،ﻣﺤﺼﻮﻻت و ﻓﺮآﯾﻨﺪﻫﺎﯾﻤﺎن را ﺗﻮﺳﻌﻪ دﻫﯿﻢ؟‬ ‫‪ww‬‬ ‫• ﺗﻌﺪاد ﻣﺸﻮق ﻫﺎ‬ ‫• ﺣﻔﻆ ﮐﺎرﮐﻨﺎن‬ ‫• ﺗﻄﺎﺑﻖ ﺑﺎ ﭘﺮوﻓﺎﯾﻞ ﺷﺎﯾﺴﺘﮕﯽ‬ ‫‪www.AliVahedidiz.com‬‬ ‫91‬ ‫‪www.AliVahedidiz.com‬‬ ‫02‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 6. ‫6‬ ‫‪BSC‬‬ ‫ﻧﻘﺸﻪ ﻫﺎي اﺳﺘﺮاﺗﮋي و ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن‬ ‫‪BSC‬‬ ‫ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن ﺑﯿﺎﻧﮕﺮ داﺳﺘﺎن اﺳﺘﺮاﺗﮋي ﻣﺎﺳﺖ‬ ‫‪m‬‬ ‫ﻣﺜﺎل: ﯾﮏ ﺷﺮﮐﺖ ﻫﻮاﭘﯿﻤﺎﯾﯽ )‪( Southwest Airlines‬‬ ‫ﺗﺼﻮﯾﺮ دوره زﻣﺎﻧﯽ ﻃﻮﻻﻧﯽ ﺗﺮ)3 -5 ﺳﺎﻟﻪ(‬ ‫ﺗﺼﻮﯾﺮ دوره زﻣﺎﻧﯽ ﮐﻮﺗﺎه ﺗﺮ )ﺳﺎﻟﯿﺎﻧﻪ(‬ ‫ﻣﻀﻤﻮن اﺳﺘﺮاﺗﮋﯾﮏ: ﺳﺮآﻣﺪي ﻋﻤﻠﯿﺎﺗﯽ‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫ﺑﻮدﺟﻪ اﺧﺘﺼﺎص‬ ‫ﻣﺎﻣﻮرﯾﺖ‬ ‫اﻫﺪاف‬ ‫ﺷﺎﺧﺺ ﻫﺎ‬ ‫اﻫﺪاف ﮐﻤﯽ‬ ‫اﻗﺪاﻣﺎت‬ ‫ﻣﺴﺌﻮل‬ ‫ﻣﺎﯾﻠﺴﺘﻮنﻫﺎ‬ ‫ﯾﺎﻓﺘﻪ‬ ‫‪ ‬ﭼﻪ ﭼﯿﺰي ﻣﺤﺮك اﻓﺰاﯾﺶ راﻧﺪﻣﺎن ﻋﻤﻠﯿﺎﺗﯽ اﺳﺖ؟‬ ‫ﻣﺎﻟﯽ‬ ‫ﺳﻮدآوري‬ ‫‪co‬‬ ‫ﺳﻬﻢ ﺑﺎزار‬ ‫•‬ ‫03 % درﺳﺎل‬ ‫‪ ‬ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ در ﻫﻮاﭘﯿﻤﺎﻫﺎي ﮐﻤﺘﺮ‬ ‫ﺳﻮدآوري‬ ‫•‬ ‫•‬ ‫1‪F‬‬ ‫ﺣﻔﻆ ﺟﺎﯾﮕﺎه ﻣﻨﺤﺼﺮ ﺑﻔﺮد ﺧﻮد ﺑﻪ ﻋﻨﻮان ﺗﻨﻬﺎ ﺷﺮﮐﺖ ﺣﻤﻞ و‬ ‫ﻣﺎﻟﯽ‬ ‫ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ‬ ‫•‬ ‫ﻣﯿﺰان درآﻣﺪ ﻫﺮ‬ ‫•‬ ‫02 % در ﺳﺎل‬ ‫•‬ ‫ﻧﻘﻞ ﮐﻢ ﻫﺰﯾﻨﻪ در ﻣﺴﺎﻓﺘﻬﺎي ﮐﻮﺗﺎه و اراﺋﻪ دﻫﻨﺪه ﺧﺪﻣﺎت‬ ‫اﻫﺪا ﺑﺎﻻﺗﺮﯾﻦ ﮐﯿﻔﯿﺖ ﺧﺪﻣﺎت ﺑﻪ ﻣﺸﺘﺮي ﻫﻤﺮاه ﺑﺎ‬ ‫ﺻﻨﺪﻟﯽ‬ ‫ﮐﺎﻫﺶ ﺗﺪاد ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫•‬ ‫3‪F‬‬ ‫2‪F‬‬ ‫ﻫﺰﯾﻨﻪ اﺟﺎره ﻫﻮاﭘﯿﻤﺎ‬ ‫•‬ ‫• 5 % در ﺳﺎل‬ ‫ﮐﺎﻫﺶ ﺗﻌﺪاد ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ‬ ‫ﮔﺮﻣﯽ ، دوﺳﺘﯽ و اﺣﺘﺮام ﺑﻪ اﻓﺮاد.‬ ‫ﻧﺮخ ﺑﻪ ﻣﻮﻗﻊ‬ ‫•‬ ‫ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ‬ ‫•‬ ‫رﺳﯿﺪن‬ ‫رﺗﺒﻪ 1‬ ‫•‬ ‫ﻣﺸﺘﺮی‬ ‫ﻣﺪﯾﺮﯾﺖ ﮐﯿﻔﯿﺖ‬ ‫•‬ ‫•‬ ‫‪$ xxxx‬‬ ‫1‪C‬‬ ‫2‪C‬‬ ‫ﮐﻤﺘﺮﯾﻦ ﻗﯿﻤﺘﻬﺎ‬ ‫•‬ ‫رﺗﺒﻪﺑﻨﺪي از ﻧﻈﺮ‬ ‫•‬ ‫ﻃﺮح وﻓﺎداري‬ ‫•‬ ‫واﺣﺪ ﮐﯿﻔﯿﺖ‬ ‫•‬ ‫ﻣﺸﺘﺮي‬ ‫رﺗﺒﻪ 1‬ ‫•‬ ‫‪ ‬ﭼﮕﻮﻧﻪ اﯾﻨﮑﺎر را اﻧﺠﺎم دﻫﯿﻢ؟‬ ‫ﻣﺘﻌﺪد در اﻣﺮﯾﮑﺎ‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﻣﺸﺘﺮﯾﺎن‬ ‫ﮔﺮوه ﺑﺎزارﯾﺎﺑﯽ‬ ‫•‬ ‫ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ‬ ‫ﮐﻤﺘﺮﯾﻦ ﻗﯿﻤﺘﻬﺎ‬ ‫‪ ‬ﺟﺬب ﻣﺸﺘﺮﯾﺎن ﻫﺪﻓﯽ ﮐﻪ ﺑﻪ ﻗﯿﻤﺖ و ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ ﺑﻬﺎ ﻣﯽ دﻫﻨﺪ.‬ ‫.‪iz‬‬ ‫ﻃﺮح ﺑﻬﯿﻨﻪ ﺳﺎزي دوره‬ ‫•‬ ‫زﻣﺎن ﮔﺮدش ﮐﺎر‬ ‫•‬ ‫واﺣﺪ‬ ‫•‬ ‫•‬ ‫‪$ xxxx‬‬ ‫03 دﻗﯿﻘﻪ‬ ‫•‬ ‫ﺗﻨﺎوب‬ ‫ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫•‬ ‫ﭘﯿﺶ از ﭘﺮواز‬ ‫ﻣﻬﻨﺪﺳﯽ‬ ‫ﻓﺮآﯾﻨﺪ‬ ‫ﺑﻬﯿﻨﻪ ﺳﺎزي ﻣﺴﯿﺮﻫﺎ‬ ‫•‬ ‫1‪P‬‬ ‫ﺗﺮك ﺑﻪ ﻣﻮﻗﻊ‬ ‫•‬ ‫اﺳﺘﺎﻧﺪارد ﺳﺎزي ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫•‬ ‫واﺣﺪ ﻋﻤﻠﯿﺎت‬ ‫•‬ ‫ﻣﺒﺪا‬ ‫%09‬ ‫•‬ ‫ﻫﻤﺴﻮﯾﯽ‬ ‫•‬ ‫%ﭘﺮﺳﻨﻞ ﺳﻬﺎﻣﺪار‬ ‫•‬ ‫ﺳﺎل اول %07‬ ‫•‬ ‫آﻣﻮزش ﭘﺮﺳﻨﻞ‬ ‫•‬ ‫واﺣﺪ آﻣﻮزش‬ ‫•‬ ‫•‬ ‫‪$ xxxx‬‬ ‫‪ ‬ﺗﻤﺮﮐﺰ ﺳﺎزﻣﺎن ﻣﺎ ﺑﺮ ﺑﻬﺒﻮد ﭼﻪ ﻓﺮآﯾﻨﺪﻫﺎي ﺑﺎﯾﺪ ﺑﺎﺷﺪ؟‬ ‫ﯾﺎدﮔﯿﺮی‬ ‫ﮐﺎرﮐﻨﺎن‬ ‫%ﭘﺮﺳﻨﻞ آﻣﻮزش‬ ‫•‬ ‫• ﺳﺎل ﺳﻮم %09‬ ‫ﺟﺪﯾﺪ‬ ‫‪ ‬ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ )ﻓﺎﺻﻠﻪ ﺑﯿﻦ دو ﭘﺮواز(‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي‬ ‫ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫1‪L‬‬ ‫دﯾﺪه‬ ‫• ﺳﺎلﭘﻨﺠﻢ %001‬ ‫داﺧﻠﯽ‬ ‫‪iD‬‬ ‫‪ ‬آﯾﺎ ﮐﺎرﮐﻨﺎﻧﻤﺎن آﻧﺮا اﻧﺠﺎم ﻣﯽ دﻫﻨﺪ؟‬ ‫اﺳﺘﺮاﺗﮋي‬ ‫ﺗﺎﮐﺘﯿﮏ ﻫﺎ‬ ‫‪ ‬آﻣﻮزش و ﭘﺎداش دادن ﺑﻪ ﭘﺮﺳﻨﻞ زﻣﯿﻨﯽ ﺑﺮاﺳﺎس ﻣﺸﺎرﮐﺘﺸﺎن در‬ ‫ﯾﺎدﮔﯿﺮي‬ ‫ﻫﻤﺴﻮﯾﯽ ﮐﺎرﮐﻨﺎن‬ ‫“ ﻣﺪﯾﺮﯾﺖ”‬ ‫ﻣﻮﻓﻘﯿﺖ ﺷﺮﮐﺖ‬ ‫“ ﻣﺪﯾﺮﯾﺖ”‬ ‫‪ ‬ﻃﺮح ﺳﻬﺎم دار ﮐﺮدن ﮐﺎرﮐﻨﺎن‬ ‫12‬ ‫22‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫واژه ﻫﺎي ﮐﻠﯿﺪي در ‪BSC‬‬ ‫‪BSC‬‬ ‫ﭼﺮا از ﮐﺎرت اﻣﺘﯿﺎزي ﻣﺘﻮازن اﺳﺘﻔﺎده ﮐﻨﯿﻢ؟‬ ‫ﭼﮕﻮﻧﻪ ﻣﻮﻓﻘﯿﺖ‬ ‫ﺑﯿﺎن اﯾﻨﮑﻪ ﭼﻪ‬ ‫اﺳﺘﺮاﺗﮋي ﺑﺎﯾﺪ‬ ‫‪iV‬‬ ‫ﻣﻀﻤﻮن اﺳﺘﺮاﺗﮋﯾﮏ: ﺳﺮآﻣﺪي ﻋﻤﻠﯿﺎﺗﯽ‬ ‫ﮐﺎرﮐﻨﺎن را ﮔﺮدﻫﻢ آورده و ﺑﺎ ﻫﻢ ﻣﺘﺤﺪ ﻣﯽ ﮐﻨﺪ )ﺗﻮﺳﻌﻪ ﮐﺎر ﺗﯿﻤﯽ(.‬ ‫اﻗﺪاﻣﺎت ﮐﻠﯿﺪي‬ ‫ﺳﻄﺢ ﻋﻤﻠﮑﺮد ﯾﺎ ﻣﻮرد ﻧﯿﺎز ﺑﺮاي‬ ‫ﺗﺤﻘﻖ اﺳﺘﺮاﺗﮋي‬ ‫ﻣﺤﻘﻖ ﺷﻮد و‬ ‫ﺑﯿﻦ ﺗﻤﺎم ارﮐﺎن ﺳﺎزﻣﺎن از ﻃﺮﯾﻖ اﯾﺠﺎد ﯾﮏ ﭼﺸﻢ اﻧﺪاز ﻣﺸﺘﺮك،‬ ‫ﻧﺮخ ﺑﻬﺒﻮد ﻣﻮرد ﺗﺤﻘﻖ اﻫﺪاف‬ ‫اﻧﺪازه ﮔﯿﺮي ﻣﯽ‬ ‫ﭼﻪ ﭼﯿﺰي ﺑﺮاي‬ ‫ﺗﻮﺳﻌﻪ و ﭘﯿﺎده ﺳﺎزي اﺳﺘﺮاﺗﮋي، ﻓﺮﻣﻮﻟﻪ ﮐﺮدن ﺑﻮدﺟﻪ و ... اﯾﺠﺎد‬ ‫ﻣﺎﻟﯽ‬ ‫ﺳﻮدآوري‬ ‫اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫ﻧﯿﺎز‬ ‫ﮔﺮدد .‬ ‫ﻣﻮﻓﻘﯿﺘﺶ‬ ‫ﮐﺎﻫﺶ ﺗﻌﺪاد ﻫﻮاﭘﯿﻤﺎﻫﺎ‬ ‫ﻣﺸﺘﺮﯾﺎن ﺑﯿﺸﺘﺮ‬ ‫ﻫﻤﺴﻮﯾﯽ ﻣﯽ ﮐﻨﺪ.‬ ‫‪Al‬‬ ‫ﺣﯿﺎﺗﯽ اﺳﺖ.‬ ‫ﻣﺸﺘﺮي‬ ‫ﭘﺮواز ﺑﻪ ﻣﻮﻗﻊ‬ ‫ﮐﻤﺘﺮﯾﻦ ﻗﯿﻤﺘﻬﺎ‬ ‫ارﺗﺒﺎﻃﺎت ﺳﺎزﻣﺎﻧﯽ – ﻋﻤﻮدي و اﻓﻘﯽ – را ﺑﻬﺒﻮد ﻣﯽ ﺑﺨﺸﺪ.‬ ‫اﺑﺘﮑﺎرات‬ ‫ﻋﺪد ﮐﻤﯽ‬ ‫ﺷﺎﺧﺺ‬ ‫اﻫﺪاف‬ ‫اﯾﺠﺎد ﺗﻌﻬﺪ ﺑﻪ ﮐﺴﺐ ﻧﺘﺎﯾﺞ و ﻋﻤﻠﮑﺮد – ﺗﻐﯿﯿﺮ ﻓﺮﻫﻨﮓ ﺳﺎزﻣﺎﻧﯽ.‬ ‫.‪w‬‬ ‫اﯾﺠﺎد ﺣﺲ ﻣﺴﺆﻟﯿﺖ ﭘﺬﯾﺮي ﻓﺮدي و ﺟﻤﻌﯽ.‬ ‫‪Initiative‬‬ ‫‪Target‬‬ ‫‪Measurement‬‬ ‫‪Objectives‬‬ ‫• ﻃﺮح ﺑﻬﯿﻨﻪ‬ ‫• 03 دﻗﯿﻘﻪ‬ ‫• زﻣﺎن ﮔﺮدش ﮐﺎر‬ ‫ﺳﺎزي دوره‬ ‫ﭘﯿﺶ از ﭘﺮواز‬ ‫ﻓﺮآﯾﻨﺪﻫﺎي‬ ‫ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫ﺗﻨﺎوب‬ ‫• %09‬ ‫• ﺗﺮك ﺑﻪ ﻣﻮﻗﻊ ﻣﺒﺪا‬ ‫• ﮔﺮدش ﮐﺎر ﺳﺮﯾﻊ‬ ‫داﺧﻠﯽ‬ ‫اﻧﺪازه ﮔﯿﺮي ﻫﺮ آﻧﭽﻪ ﮐﻪ رخ ﻣﯽ دﻫﺪ و در دﺳﺘﻮر ﮐﺎر ﻗﺮار دارد.‬ ‫ﯾﺎدﮔﯿﺮي‬ ‫ﺗﻤﺮﮐﺰ ﺑﺮ ﻣﻮﺿﻮﻋﺎت و ﻣﻘﻮﻻت ﺑﺴﯿﺎر ﻣﻬﻢ و ﺣﯿﺎﺗﯽ.‬ ‫‪ww‬‬ ‫ﻫﻤﺴﻮﯾﯽ ﮐﺎرﮐﻨﺎن‬ ‫‪www.AliVahedidiz.com‬‬ ‫32‬ ‫‪www.AliVahedidiz.com‬‬ ‫42‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬
  • 7. ‫7‬ ‫‪BSC‬‬ ‫ﭼﺮا ‪ BSC‬؟‬ ‫‪BSC‬‬ ‫اﯾﺠﺎد و اﺟﺮاي ‪BSC‬‬ ‫‪m‬‬ ‫ﻣﺸﺘﺮﯾﺎن و ذﯾﻨﻔﻌﺎن‬ ‫•‬ ‫ﻣﺎﻣﻮرﯾﺖ‬ ‫•‬ ‫• ﻧﺘﺎﯾﺞ ﻋﻤﻠﮑﺮد‬ ‫ارزش ﻫﺎي ﺳﺎزﻣﺎن‬ ‫•‬ ‫• ﺑﺎزﻧﮕﺮي اﺳﺘﺮاﺗﮋي ﻫﺎ‬ ‫ﭼﺸﻢ اﻧﺪاز‬ ‫•‬ ‫ﺗﻌﯿﯿﻦ ﺷﮑﺎف ارزش‬ ‫‪co‬‬ ‫•‬ ‫ﺷﻨﺎﺳﺎﯾﯽ ﻣﻮﺿﻮﻋﺎت اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫•‬ ‫•ﻫﻤﺴﻮﯾﯽ‬ ‫• ﮐﺎرﺗﻬﺎي واﺣﺪﻫﺎي‬ ‫ﮐﺴﺐ وﮐﺎر و ﭘﺸﺘﯿﺒﺎﻧﯽ‬ ‫• ﻓﺮﻣﻮﻟﻪ ﮐﺮدن اﺳﺘﺮاﺗﮋي‬ ‫• ارزش ﻗﺎﺑﻞ اراﺋﻪ ﺑﻪ ﻣﺸﺘﺮي‬ ‫• ﻣﻀﺎﻣﯿﻦ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫.‪iz‬‬ ‫• ﻧﺘﺎﯾﺞ اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫• ﻧﺮم اﻓﺰار‬ ‫• ﮔﺰارش دﻫﯽ ﻋﻤﻠﮑﺮد‬ ‫• ﺑﻪ اﺷﺘﺮاك ﮔﺬاري‬ ‫•اﻫﺪاف اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫داﻧﺶ‬ ‫‪iD‬‬ ‫• ارﺗﺒﺎﻃﺎت ﻋﻠﺖ و ﻣﻌﻠﻮﻟﯽ‬ ‫• اﻧﺘﺨﺎب و اوﻟﻮﯾﺖ ﺑﻨﺪي‬ ‫• ﻧﻘﺸﻪ اﺳﺘﺮاﺗﮋي‬ ‫اﺑﺘﮑﺎرات اﺳﺘﺮاﺗﮋﯾﮏ‬ ‫• ﺷﺎﺧﺺ ﻫﺎي ﻋﻤﻠﮑﺮد‬ ‫•ﺗﺄﻣﯿﻦ ﻣﻨﺎﺑﻊ ﻣﺎﻟﯽ‬ ‫• اﻫﺪاف ﮐﻤﯽ‬ ‫•ﺗﻌﯿﯿﻦ ﭘﺎﺳﺨﮕﻮ‬ ‫• ﺧﻂ ﻣﺒﻨﺎ و ﺣﺪود ﮐﻨﺘﺮﻟﯽ‬ ‫52‬ ‫62‬ ‫‪ed‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪ah‬‬ ‫‪BSC‬‬ ‫اﻃﻼﻋﺎت ﺗﻤﺎس‬ ‫,‪Name: Ali Vahedi‬‬ ‫:‪Email‬‬ ‫‪iV‬‬ ‫‪MSc, PgMP, PMP, RMP, SP, BSC BB, EBCL A‬‬ ‫‪3avahedi@gmail.com , Vahedi@RSRastak.com‬‬ ‫:‪Web Site‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫‪Al‬‬ ‫‪www.RSRastak.com‬‬ ‫.‪w‬‬ ‫!‪Good Luck‬‬ ‫‪ww‬‬ ‫‪www.AliVahedidiz.com‬‬ ‫72‬ ‫‪Ali Vahedi Diz, MSc, PgMP, PMP, RMP, SP, BSC BB, EBC*L A‬‬