Documentos de Académico
Documentos de Profesional
Documentos de Cultura
3) A communication tool
Financial
Customer Relations
Financial Perspective
What financial steps are necessary to ensure
the execution of our strategy/goals?
Dimension of Quality:
y Effectiveness y Appropriateness y Safety
Dimension of Quality:
y Competence y Participation
Differentiating activities
Mission
Vision Strategy/Goals Objectives In each perspective Measures In each perspective
y Balances financial and non financial measures. y Balances short and long term measures. y Balances performance drivers(leading indicators) with
outcome measures(lagging indicators).
FINANCIAL PERSPECTIVE
y In private companies financial perspective is the main
objective that is the ultimate goal.
CUSTOMER PERSPECTIVE
It covers the following elements
y A) Customer acquisition y B) Customer retention y C) Customer profitability y D) Market share y E) Customer satisfaction
y Operations Management Process. y Customer Management Process. y Innovation Process. y Regulatory and Social Process.
LLSG Goals/Strategy
The London Laboratory Services Group will:
be recognized as a center of excellence and leader in
providing diagnostic services
be responsive to the needs of other health care providers communicate openly with users of our services be a leader in developing and implementing new technologies provide diagnostic and therapeutic services for the hospital,
the region and beyond
LLSG Goals/Strategy
The London Laboratory Services Group will:
provide cost effective and efficient services provide an atmosphere of team work which is responsive to
and supportive of learning
collaborate with researchers to advance medical science partner with educational institutions to provide training for
medical professionals
Example Goal: Objectives: LLSG will provide cost effective and efficient services Reduce costs Increase productivity Measures: Supply costs Workload
Second
to
Less than 10% of strategies effectively formulated are effectively executed Fortune
Todays Management Systems Were Designed to Meet The Needs of Stable Industrial Organizations That Were Changing Incrementally You Cant Manage Strategy With a System Designed for Tactics
The BSC Early Adaptors Have Executed Their Strategies Reliably and Rapidly
Beat the Odds 9 of 10 companies fail to execute their strategies Fast 2 to 3 years to achieve breakthrough results
The BSC helped create focus and alignment to unlock the organizations hidden assets
Question:
How can complex organizations achieve results like this in such short periods of time?
Answer: Alignment!
The Balanced Scorecard process allows an organization to align and focus all its resources on its strategy
BUSINESS UNITS
STRATEGY
EXECUTIVE TEAM
HUMAN RESOURCES
INFORMATION TECHNOLOGY
Communicate
STRATEGY
4. Make Strategy a Continuous Process Strategic Feedback That Encourages Learning Executive Teams Manage Strategic Themes Testing Hypotheses, Adapting, and Learning Navigate
2. Make Strategy Everyones Job Comprehensive Communication to Create Awareness Align Goals and Incentives Integrate Budgeting with Strategic Planning Align Resources and Initiatives
Execute
3. Unlock and Focus Hidden Assets Reengineer Work Processes Create Knowledge Sharing Networks
y y y y y y y y y y
CEO/COO as sponsor Executive leadership team commitment Drive change Clarify and gain consensus about strategy Build a senior executive team Focus the organization: align programs and investments Integrate cross-functionally Educate and empower the organization
The dynamics of the senior executive team will determine whether the Balanced Scorecard becomes a strategic management system
STRATEGY
Implement a framework to align and focus the organization from top to bottom on its strategy Identify the related key change initiatives required to realize the strategy and mobilize the organization
ALIGNMENT
KNOWLEDGE BASE
INSIGHTS
PERFORMANCE PERFORMANCE
LEVERAGE
The Strategy
Teams
Balanced Scorecard
Strategic Objectives
C UST FINA NCIAL
Outcomes
Strategic Measures Q Ret urn on Capital Em ployed Q Myst ery S hopper Rating Q Dealer / P ioneer Gross Profit Split Q Manufacturing Reliabil ity I ndex Q Days A way f rom Work Rate Q Lai d Down Cost vs. B est Com petit ive Ratable S upply Q Environm ental Index Q Quality I ndex Q St rat egic Competency Availabilit y
Q Financi al ly St rong Q Del ight t he Consum er Q Win-Wi n Relationship Q Saf e & Reliable Q Com petit ive Supplier Q Good Neighbor
INTER NAL
Processes
Insights
LEARNING
Create feedback processes at all levels to evaluate progress against strategy, monitor and manage issues and priorities, and measure performance and contribution to the business.
L&G
The Balanced Scorecard is a very important strategic management tool which helps an organization to not only measure the performance but also decide the strategies which are needed to be adopted so that the long-term goals are achieved.