7. Translating the Vision: The Balanced Scorecard Translates the Strategy into the Operational Terms解釋願景: 平衡計分卡將策略轉為實施項目FINANCE PERSPECTIVE 財務觀點TO SATISFY OUR SHAREHOLDERS, WHAT FINACIAL
OBJECTIVES MUST WE ACCOMPLISH?要使我們的股東滿意, 我們須達成甚麼財務目標?
投資報酬率,附加經濟價值CUSTOMER PERSPECTIVE 客戶觀點TO ACHIEVE OUR FINANCIAL OBJECTIVES, WHAT
CUSTOMER NEEDS WE MUST SERVE?要達成我們的財務目標, 我們須滿足怎樣的客戶需求?
滿意度, 延續率, 市場和客戶佔有率,,INTERNAL PERSPECTIVE 內部觀點TO SATISFY OUR CUSTOMERS, AND SHAREHOLDERS, IN
WHICH INTERNAL BUSINESS PROCESSES MUST WE EXCEL?要使我們的客戶和股東滿意, 我們須在哪些內部生意流程上超越他人? 品質, 回應時間, 成本, 推出新產品 LEARNING PERSPECTIVE 學習的觀點TO ACHIEVE OUR GOALS, HOW MUST OUR
ORGANIZATION LEARN AND INNOVATE?要達成我們的目標, 我們的組織須如何學習和創新?
員工滿意度, 資訊系統可用性,
8. The Balanced Scorecard FrameworkCustomer Satisfaction
How do customers see us?People Management
Are employees
Committed to support our
Business growth?Vision
StrategyFinancial Performance
How do we look to
our shareholdersAsset Management
What must we
excel at?Quality Management
Can we continue to
improve and create value?
9. Major considerations of key measurements BudgetECSS/ICSSCore
CompetenceMissionPriorityBalanced Scorecard
Financial Performance
Customer Satisfaction
Core Competency
People/Organization
11. 結言平衡計分卡(BSC)的
關鍵不在乎它的理論
而在於它的執行全世界百分之70的領導人失敗的原因不是因為沒有策略,而是出在策略的執行失敗.
平衡計分卡在主要的功能在於協助經
營者,把策略化為行動,把組織集
中在策略的執行上
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