Key Terms. Cascading The process of developing aligned scorecards throughout an organization.
Each level of the organization will develop scorecards based on the objectives and measures they can influence from the Scorecard of the group to whom they report. Cascading allows every employee to demonstrate a contribution to the overall organizations objectives. Cause and Effect The concept separates the Balanced Scorecard from other performance management systems. An organization may hypothesize that an increase in employee training (Employee Learning and Growth Perspective) will lead to increased innovation (Internal Process Perspective). Critical Success Factors (CSF) These are the activities that must be done well in order for the organization to succeed.
Customer Perspective One of the four standard perspectives used with the Balanced Scorecard. A. B. The role of the Customer is elevated in the not for profit applications of the Scorecard. Economic Value Added (EVA) Financial Perspective Goals Initiatives. Glossary. Most Popular Library Items - BetterManagement.com. Marketing in the tech titan era Five companies are dramatically changing the landscape of marketing, retail — and life as we know it.
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Ten Keys to a Successful Balanced Scorecard by Harry Chapman - O. By Harry Chapman October 2004 The Difference between a Weak Scorecard and an Effective One Often Rests on a Few Critical Factors The Balanced Scorecard has become a widely used method for translating strategy into action.
Since its development in 1991 by Robert Kaplan and David Norton, the Balanced Scorecard has been adopted by approximately 36% of the Fortune 500 companies in the United States as a key tool for strategy implementation. These implementations of course vary in their effectiveness. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Upcoming events by this speaker. Strategy map. Generic Strategy Map A strategy map is a diagram that is used to document the primary strategic goals being pursued by an organization or management team.
It is an element of the documentation associated with the Balanced Scorecard, and in particular is characteristic of the second generation of Balanced Scorecard designs that first appeared during the mid-1990s. The first diagrams of this type appeared in the early 1990s, and the idea of using this type of diagram to help document Balanced Scorecard was discussed in a paper by Drs. Robert S. Kaplan and David P. The strategy map idea featured in several books and articles during the late 1990 by Robert S. Across these broad range of articles, there are only a few common attributes.
The purpose of the strategy map in Balanced Scorecard design, and its emergence as a design aid, is discussed in some detail in a research paper on the evolution of Balanced Scorecard designs during the 1990s by Lawrie & Cobbold.[3] Perspectives[edit] Articles & White Papers Related to the Balanced Scorecard & Performance Management. Tuesday , April 15 , 2014 Align the Organization: People, Purpose & Performance A Kite with a Broken String - The Balanced Scorecard Customer Value Proposition –The Basis of an Organization’s Strategy Strategic Themes - How Are They Used and WHY?
Themes of Confusion Build Innovation Into Your Strategy Evaluation of a BSC System and its Implementation How to Measure Innovation The Ultimate Balanced Scorecard Sports Metaphor Linking Sustainability to Corporate Strategy Evidence of a Mature Scorecard: The Power of Alignment! The Strategic Management Maturity ModelTM Strategy-Based Balanced Scorecards for Technology Companies.