迈阿密大学的平衡计分卡培训
- 1. The Balanced ScorecardMichael L. Werner University of Miami Coral Gables, Florida
- 2. What is Business Success?Solid financial performance?
- 3. Balanced Scorecard Refocuses Management Financial perspectiveCustomer perspectiveInternal perspectiveLearning and Growth perspective
- 4. The Balanced ScorecardDeveloped in 1992 by Robert Kaplan and David Norton
- 5. Kaplan and Norton’s Premise“…exclusive reliance on financial measures in a management system was causing organizations to do the wrong things.”
- 6. PopularityEmployed by half of Global 1000 (According to Bain & Company)“One of the most powerful management ideas ever” (Harvard Business Review)Most requested and #1 in sales at Harvard Business Publishing
- 7. The Balanced ScorecardOriginally developed as a measurement toolAlso helps companies manage and implement strategy
- 8. The Balanced ScorecardBased on corporate strategyA balanced plan for businessMore than a financial plan(Robert Kaplan and David Norton)
- 9. Basic Business StrategyFinancial We will ensure that we use our resources and people to maintain financial success. Customer We will meet or exceed our customers’ current and future expectations and requirements with high quality products, reasonable prices and superior service.Internal We will provide high quality on-time imaging products and services and provide an efficient and effective means to deliver them in a high quality fashion. Learning and Growth We will attract and retain high caliber people and promote an environment that develops their interpersonal, business and technical skills and knowledge. We will strive to develop and maintain the best sourcing for our products. We will strive to be aware and on the cutting edge of imaging and business technology.
- 10. The Trouble with StrategyIt is unlikely that a poor strategy is the problemGenerally, the problem is implementing strategyEven if strategy is communicated, employees may not know what to do.
- 11. How can the Balanced Scorecard help?
- 12. Four Distinct PerspectivesFinancial perspectiveCustomer perspectiveInternal perspectiveLearning and growth perspectiveStrategy
- 13. Translating a Mission into Desired OutcomesMissionCore ValuesVisionStrategyBalanced ScorecardObjectivesStrategic InitiativesStrategic OutcomesMotivated and Prepared WorkforceEffective Processes Delighted CustomersSatisfied ShareholdersAdapted from Kaplan, Norton
- 14. For Each PerspectiveObjectives (Goals)MeasuresTargetsInitiatives
- 15. Simple Form and RelationshipsSource: Kaplan, Norton
- 16. ObjectivesConcise statements that articulate what the organization hopes to accomplishEach tied to the company’s strategy
- 17. Financial PerspectiveOverall objective: To succeed financially
- 18. Customer PerspectiveOverall objective: To achieve our vision of how the company should appear to customers
- 19. Internal PerspectiveOverall objective: To excel at having superior business processes to satisfy shareholders and customers
- 20. Learning and Growth PerspectiveOverall objective: To sustain the ability to change and improve (Employee capabilities are a key ingredient to this objective.)
- 21. MeasuresDescriptions of how success in achieving objectives will be measuredEach tied to the company’s objectives
- 22. Core Financial MeasuresROI/EVAProfitabilityRevenue growth/mixCost reduction
- 23. Core Customer MeasuresMarket shareCustomer acquisitionCustomer retentionCustomer profitabilityCustomer satisfaction
- 24. Internal Perspective Measures Process quality measures Time to process an order Number of Returns Defect rates Yield ratios Lead-times Waste, scrap, and rework
- 25. Core Learning and Growth MeasuresEmployees trained per month Employee retentionEmployee productivityDevelopment and research measuresNumber of training programs
- 26. TargetsLevel of performance or rate of improvement desired for each measureEach tied to one of the company’s measures
- 27. InitiativesShort-term programs and actions that will help achieve the established targets Each tied to company objectives and measures
- 28. Examples of InitiativesNew maintenance programUpgrade selected equipmentEstablish performance benchmarksNew training programEstablish frequent purchase program
- 29. Next: An example to help students understand how the Balanced Scorecard works
- 30. A Balanced Scorecard ExampleLarge camera store25,000 square feet$10+ million in salesProfits unacceptably lowIndustry changing due to technology
- 31. Basic Business StrategyFinancial We will ensure that we use our resources and people to maintain financial success. Customer We will meet or exceed our customers’ current and future expectations and requirements with high quality products, reasonable prices and superior service.Internal We will provide high quality on-time imaging products and services and provide an efficient and effective means to deliver them in a high quality fashion. Learning and Growth We will attract and retain high caliber people and promote an environment that develops their interpersonal, business and technical skills and knowledge. We will strive to develop and maintain the best sourcing for our products. We will strive to be aware and on the cutting edge of imaging and business technology.
- 32. Achieve the strategy? How do we get there?With a mapA strategy map
- 33. Strategy Map – ObjectivesFinancial SuccessCustomers impressed with quality products and services Leading edge production capabilities Trained workforceAttract new customers Retain customers On-time products and servicesWell functioning facilitiesOn cutting edge of technologyBest product sourcingFinancialCustomerInternalLearning and Growth
- 34. Strategy Map – Measures and TargetsOperating income Increase gross margin Amount of operating expensesNumber of new customers No. of returning new customers Number of customer complaints Number of items per invoice Number of rejected prints Percent of late orders New products and services Amount of employee training Amount of technology training Sales from new product sourcing TBD Increase by 20% Zero Increase by 30% 1% 0% 10% Increase1 Session per month 1 Session per month Increase by 30%FinancialCustomerInternalLearning and Growth$100,000 Increase by 5% Maintain MeasuresTargets
- 35. Strategy Map – InitiativesNew Price Comparison Report Monthly sales promotions New Frequent Customer Sales Program Employee sales and product training program Operator and lab training program Daily services backlog report New products and services program Employee training program Technology training program Three purchasing tripsFinancialCustomerInternalLearning and Growth
- 36. MissionCore ValuesVisionStrategyBalanced ScorecardObjectivesStrategic InitiativesStrategic OutcomesMotivated and Prepared WorkforceEffective Processes Delighted CustomersSatisfied ShareholdersAdapted from Kaplan, NortonTargetsMeasures
- 37. Employee Rewards Operating income Returning new customers Customer complaints Number of items per invoice Rejected prints Late orders New products and services Employee training Technology training Sales from new product sourcing Increase by 20% Zero Increase by 30% 1% 0% 10% Increase1 per month 1 per month Increase 30%FinancialCustomerInternalLearning and Growth $100,000 20% of net income
- 38. Employee Rewards $25,000 Equally to Five Managers Sales Price Comparison Report Monthly sales promotions Frequent Customer Sales Program Returning new customers Customer complaints Number of items per invoice Rejected prints Late orders New products and services Employee training Technology training Sales new prod. sourcing Three purchasing trips 1 per month Functioning Increase by 20% Zero Increase by 30% 1% 0% 10% Increase1 per month 1 per month Increase 30% 3FinancialCustomerInternalLearning and Growth Monthly 10% 10% 05% 05% 10% 10% 00% 10% 05%10% 10% 05% 10% Measure or Initiative TargetWeight
- 39. Employee Rewards $25,000 Equally to Five Managers Sales Price Comparison Report Monthly sales promotions Frequent customer sales program Returning new customers Customer complaints Number of items per invoice Rejected prints Late orders New products and services Employee training Technology training Sales new prod. sourcing Three purchasing trips $ 2,500 0 0 2,500 2,500 $ 0 2,500 0$ 2,500 2,500 0 2,500FinancialCustomerInternalLearning and Growth $ 0 No Yes No No Yes Yes Yes Yes NoYes Yes No Yes Measure or Initiative Bonus AmountGreen?10% 10% 05% 05% 10% 10% 00% 10% 5%10% 10% 05% 10%Weight Total Number of managers Amount per manager $17,500 5 $ 3,500Total
- 40. Total Balanced Scorecard Employee Incentives (Assuming Net Income of $115,000)Net income Bonus percentage Total net income bonus Net income bonus per manager Number of managers Measures and initiatives bonus Total bonus per manager Number of managers Total bonuses $115,000 20% $ 23,000 5 $ 4,600 $ 3,500 $ 8,100 5 $40,500
- 41. Next: Moving Beyond the Company’s Overall Scorecard
- 42. Departmental and Personal ScorecardsEach department develops its own scorecard based on the company’s overall scorecard.Each employee develops his or her scorecard based on the company’s and department’s scorecard.
- 43. Departmental and Personal ScorecardsScorecards must be closely aligned with overall company goals and objectives.Each objective must be aligned.Each measure must be aligned.
- 44. Each Perspective Must be AddressedSet objectives for each perspective.Set basis for measurement for each objective.This allows managers and employees to focus on the success of each perspective.It also keeps them from focusing on one perspective while neglecting another.
- 45. Implementing the Balanced ScorecardThe push to implement must come from top management.Managers must buy in.It takes 15 to 36 months in large organizations.
- 46. Possible Pitfalls of the Balanced ScorecardSenior management not committedOne senior manager tries to build the scorecard aloneScorecard responsibilities don’t filter downThe solution is overdesigned, or scorecard treated as a one-time eventThe balanced scorecard is treated as a systems projectAnthony Atkinson, Robert Kaplan, S. Mark Yong
- 47. Suggested ReadingThe Balanced Scorecard, Robert S. Kaplan and David P. Norton, HBS PressThe Strategy-Focused Organization, Kaplan and Norton, HBS PressThe Balanced Scorecard Step by Step Paul R. Niven, John Wiley & Sons
- 48. Suggested ReadingJust out this year: Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Robert S. Kaplan and David P. Norton, HBS Press
- 49. Suggested Internet SurfingThe Balanced Scorecard Collaborative at www.bscol.comThe Balanced Scorecard Institute at www.balancedscorecard.orgFree basic online presentation by Paul Niven www.bettermanagement.com/seminars/ seminar.aspx?LibraryID=6199
- 50. Suggested Internet SurfingFree netconferences are also available at The Balanced Scorecard Collaborative www.bscol.com/education/conferences/ netconferences/ Generally on the fourth Thursday of each month at 11:00 A.M. ET. Next netconference: October 28, 2004
- 51. Questions? Comments?
- 52. Thank You
- 53. Beyond the ScopeThe slides that follow provide additional insight into the balanced scorecard.
- 54. Handling InitiativesInventory current initiativesMap them to BCS ObjectivesEliminate nonstrategic initiativesAdd new initiativesPrioritize remaining initiatives
- 55. Five Principles of Strategy-Focused OrganizationsPrinciple 1: Translate the strategy to operational termsPrinciple 2: Align the organization to the strategyPrinciple 3: Make strategy everyone’s jobPrinciple 4: Make strategy a continual processPrinciple 5: Mobilize leadership for changeAnthony Atkinson, Robert Kaplan, S. Mark Yong
- 56. Implementing the Balanced ScorecardSelect an architect and form a taskforce.Develop business strategiesDetermine where business units fit into the big picture. Hold meetings, workshops, and synthesis sessions.
- 57. Implementing the Balanced ScorecardSelect and design measures.Establish targetsEstablish initiatives Build a consensus around strategic objectives.
- 58. The Balanced Scorecard and a New Management ProcessesNew management processes may result from implementing the balanced scorecard.
- 59. New Management Processes1. Translating the vision2. Communicating and linking3. Business planning4. Feedback and learning
- 60. 1. Translating The VisionTo build a consensus around the organization’s vision and strategyTo express the vision in terms of an integrated set of objectives, measures and initiativesMust be agreed upon by all senior executives
- 61. 2. Communicating and LinkingCommunicates the strategy up and down in the organizationLinks strategy to departmental objectivesLinks strategy to individual objectivesExpands on performance measures that focus only on financial performance
- 62. 2. Communicating and LinkingA way to ensure that all levels of the organization understand the strategyA way to ensure that department and individual objectives are aligned with the strategyLinks rewards to performance measures
- 63. 3. Business PlanningEnables companies to integrate their business and financial plansVarious independent change programs difficult to integrateHowever when goals are set and coordinated using the balanced scorecard meaningful priorities can be set.Resources allocated accordingly
- 64. 4. Feedback and LearningExpands on the traditional financial focusCan monitor results from three more perspectivesCan evaluate strategy in light of performance in all four areasModify strategy to reflect real-time learning as opposed to modifying strategy during the annual strategic plan meeting
- 65. New Management ProcessesTranslating the visionCommunicating and linkingBusiness planningFeedback and learningBalanced scorecard
- 66. The Balanced ScorecardThe balanced scorecard is more than a performance measurement technique.Innovative CEOs used the balance scorecard not only to clarify and communicate strategy, but also to manage strategy.They are using the measurement focus of the scorecard to accomplish critical management processes.
- 67. The Balanced ScorecardClarify and translate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learningKaplan/Norton
- 68. The EndIf you have questions or comments regarding this presentation, please feel free to contact Mike Werner at mwerner@miami.edu or by phone at 305-321-1139 .
相关PPT