Transcript: Financial Perspective Customer Perspective Internal Business processes Perspective Learning and Grawth Perspective Financial Perspective: Tracks your financial requirements and performance. Customer Perspective: Measures your customers' satisfaction and their performance requirements — for your organization and what it delivers, whether it's products or services. Internal Business Process Perspective: Measures your critical-to-customer process requirements and measures. Learning and Grawth Perspective: Focuses on how you educate your employees, how you gain and capture your knowledge, and how you use it to maintain a competitive edge within your markets. Balanced Scorecard The Balanced Scorecard was developed in the early 1990s by two guys at the Harvard Business School: Robert Kaplan and David Norton. Overall scorecard application is planned as follows and operated. Balanced Scorecard 4 Main Perspectives The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. What Is the Balanced Scorecard? The company is determined targets. This is determined which strategies will be followed to achieve this goal. 4 of objectives which are planned to be elected separately in perspective. This is determined by measuring the four perspective. Assessment to determine how to do the scorecard. Action plans to achieve the goals removed. Monitoring the system, updating and management is performed Thank You..
Transcript: Balanced Scorecard What is Balanced Scorecard? Why Balanced Scorecard? How to use Balanced Scorecard? strategic performance management tool Mission Action Developed by Robert S. Kapan and David Nortonin 1992 A management system A Strategic Management System Four perspectives: 1. Financial 2. Customer 3. Internal Process 4. Learning and growth Four columns: Objectives, Measures, Targets, Initiatives Profitable growth profitable growth with Growth in net margin Growth in net margin to 2% Actual Programs!! The Learning & Growth Perspective The Business Process Perspective The Customer Perspective The Financial Perspective SMART Specific Measurable Achievable Realistic Timely Processes Improvement Information systems enhancement Greater customer satisfaction Increase focus on strategy and results Increasing financial usage vision Number of activities per function 3.performance for customer keep track of the execution Is there the correct level of expertise for the job? Group 48 1. Delivery performance to customer most useful performance management frameworks Training/Learning opportunities What does the balanced scorecard look like? Employee turnover Duplicate activities across functions cash flow 2.Quality return on investment Job satisfaction semi-standard structured report
Transcript: Returners Financial GNAC -QUESTION: At which processes must we excel to meet our customer and shareholder expectations? -Focuses on the use of clients information to sell new products & services according to needs of the customers. -Divides into 4 levels (innovation, customer management, orations, and regulations and environment) Set Goals BALL WORK -QUESTION: What employee capabilities do we need to continually improve to benefit our processes and customer relationships? -Looks at the ability to motivate & train employees as well as update & innovate the processes in order to implement new strategies. -This is considered an investment -Providing training to employees is vital The Boys Difference between Balence score card & Tableau de bord Total $ in budget Shooting Q: Are we using our budget efficiently? Q: Do we have the right players? Customer -Before you complete a balanced scorecard, there must be a clear strategy -What to achieve and how to get there. -A strategy accomplishes 2 principals -Create competative advantage -Specific strategy -Strategy should have 2 essential components -Clear statement of companies advantages -The scope for the strategy How many girls from each grade -Start the process of building a BSC with strategic objectives. -Must do this for each perspective -Then, select measures for each objective -Measure must have quantitative data -Lastly, managers create targets. -Targets: establishes the level performance The Four Perspectives -Write out time, epectations... Learning & Growth -QUESTION:How is success measured by our stakeholder? -Customer value proposition defines the source of value -Lifetime relationship & service delivery with clients -Meeting customers need and satisfactions (known as the scope) Increases / Bonuses Internal process Conditioning BSC, Objectives Measures and Targets -NPGOs are non profit and government organizations -Need BSC to measure systems to communicate and help implement their strategies -NPGOs thinking shifts from what it plans to do to what it plans to accomplish Backline/Clearance Mentality OFFENSE What to Expect CHAMPS DEFENSE Non Profit and Government Organizations New players -Robert Kaplan and David Norton -Kaplan- Harvard Business school Professor -Norton- Consultant -Studied top Business and analyzed their company -Created the Balanced Scorecard -Introduced the BSC method in their 1992 Harvard Business Review Article : "The Business Scorecard:Measures that Drive Performance" Even amount of positions FITNESS Q: Do we have a championship mindset? Strategy "A performance management tool developed by Robert Kaplan and David Norton to measure strategic nonfinancial performance measure as well as traditional financial measurements " -Angela Mccaskill Dissertation Dribbling drills Schoolarship distribution Team Chemistry By:Abigale McFaul Balanced Scorecard Q: Are we "Soccer ready"? -QUESTION: How is success measured by our shareholders? -Measures the tangible outcomes from the strategy -Long term objectives revenue growth & productivity improvement -Increased by two way 1-Productivity improvements 2-Revenue growth What is the Balanced scorecard?
Transcript: How Many Objectives on the Strategy Map? Attempt to create your first Strategy Map with no more than 15 objectives. “PLAN YOUR WORK, WORK YOUR PLAN, YOUR PLAN WILL WORK.” “Two heads are better than one” “None of us is as smart as all of us” “THE MORE YOU GIVE, THE MORE YOU GET” “If you don’t know where you are going, you might wind up someplace else” “Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity” STEP-BY-STEP: MAXIMIZING PERFORMANCE AND MAINTAINING RESULT (PAUL R. NIVEN) Balanced Scorecard Summarized by: VMGF - LAFP What is a Strategy Map? Is the most powerful breakthrough of the Scorecard. It is the ability to communicate strategy clearly and compactly to all stakeholders of an organization through the advent of Strategy Maps. The Strategy Map is a one-page graphical representation of what you must do well in each of the four perspectives in order to successfully execute your strategy.
Transcript: Q1 2010 Results Score is 113/200 Financial Revenue below base Customer Measures 109/110 Revenue under plan due to procurement spend People Process # of new products on plan Alignment Maturity Budget was based on 106 and 108 starting Backlog - need new order by year end to make stretch Checklist - in place - audited - 15% - should roll-out
Transcript: Focusing management agenda on achieving strategic goals. Supporting two way communication of strategic priorities and organisational performance. The prioritisation of investment and activity behind strategic goals. The alignment of goals and rewards behind common strategy across an organisation. Supporting continuous learning about strategic “cause and effect” relationships affecting an organisation (Lawrie and Cobbold, 2004; Andersen et al, 2004) The Balanced Scorecard is a framework that expresses an organisation’s strategy as a set of measurable goals from the perspectives of owners/investors, other external stakeholders, and the organisation itself. If these goals and associated measures, and targets are well chosen, the Balanced Scorecard will help managers focus on the actions required to achieve them, so helping the organisation achieve its overall strategic goals and realise its strategic visions (Kaplan and Norton, 1996) Targets http://www.2gc.co.uk/pdf/2GC-CP-EFQM-090327.pdf Targets Customer Perspective Job Satisfaction Initiatives Nina Mae Bianca J. Martin BBA 202 | SY 2011-2012 Measures Duplicate Activities across Functions Return on Investment Targets Process Bottlenecks specific target values for the measures; for example, 7% annual decline in manufacturing disruptions Customer Satisfaction Rate Typical Applications No. of Activities per Function Training Opportunities In 1992, an article by Robert Kaplan and David Norton entitled "The Balanced Scorecard - Measures that Drive Performance" in the Harvard Business Review caused a lot of attention for their method. Level of Expertise Financial Results http://www.businessballs.com/balanced_scorecard.htm projects or programs to be initiated in order to meet the objective To achieve our vision, how will we sustain our ability to change and improve? Financial Initiatives To embark on the Balanced Scorecard path, an organization must first know and understand the following: the company's mission statement the company's strategic plan/vision the financial status of the organization how the organization is currently structured and operating the level of expertise of their employees customer satisfaction level Objectives Quality Performance to Customer A framework designed to assist organisations achieve business excellence through continuous improvement in the management and deployment of processes to engender wider use of best practice activities. It enables the calculation of scores against a number of criteria that can be used for either internal or external “benchmark” comparisons. It is hoped that the results of these relative comparisons will lead to increased focus on improving key process performance, and so generate “business excellence” (EFQM, 1999). Targets Objectives The Balanced Scorecard (BSC) and the EFQM's Business Excellence Model (BEM) are tools that use measures of an organization's performance to drive organizational improvement - generally by highlighting current shortfalls in performance to management teams. observable parameters used to measure progress; for example, growth in net margin Initiatives A Balanced Scorecard should result in: Improved processes Motivated/educated employees Enhanced information systems Monitored progress Greater customer satisfaction Increased financial usage Internal Business Processes Cash Flow Delivery Performance to Customer To succeed financially, how should we appear to our shareholders? Initiatives Factors of Each Perspective Employee Turnover This led to their business bestseller, "The Balanced Scorecard: Translating Strategy into Action" published in 1996. Initiatives Learning and Growth Perspective Sample Factors: Alternative: EFQM Business Excellence Model Measures Vision & Strategy Financial Perspective Internal Business Processes Perspective Objectives To achieve our vision, how should we appear to our customers? Customer Percentage of Market Driving continuous improvements in processes within an organisation. Providing information on external “benchmark” levels of performance of key processes. Provision of “best practice” checklists for use within Business Planning and Review activities (EFQM, 1999) http://www.businessballs.com/balanced_scorecard.htm Learning & Growth Targets EFQM Business Excellence Model Measures Measures What is it? balanced scorecard Sample Factors: Return on Capital Employed Customer Retention Rate Sample Factors: Objectives Process Automation To satisfy our shareholders and customers, what business processes must we excel at? What is it? major objectives to be achieved; for example, profitable growth The Balanced Scorecard Method is a strategic approach, and performance management system, that enables organizations to translate a company's vision and strategy into implementation, working from 4 perspectives. Process Alignment The Balanced Scorecard Sample Factors: Objectives Measures Customer Typical Applications For each perspective, four things are
Transcript: Factors that have greatest impact on customer satisfaction (cycle time, quality, employee skills and productivity) Examples: launch of new products, create more value for customers, improvement of operating efficiencies, penetration of new markets and increase of revenues and margins Can we continue to improve and create value? View is not necessarily correct Good information systems play a valuable role, especially when unexpected problems occur Involvement of senior managers is needed to implement the balanced scorecard Customer Perspective If financial performance is not improved executives should rethink the company's strategy or its implementation plans Internal Business Perspective Minimizes information overload by limiting the number of measures used to the most critical ones What must we excel at? The ability of the company to innovate, improve and learn ties directly to the company's value The Balanced Scorecard Complements financial measures with operational measures on customer satisfaction, internal processes and the organization's innovation and improvement activities (drivers of future financial performance) Translation of general mission statement on customer service into specific measures that reflect the factors that really matter to customer. Financial performance measures indicate whether the company's strategy, implementation and execution are contributing to bottom-line improvement. Financial Perspective Puts strategy and goals at the center (not control) How do customers see us? How do we look to shareholders? Fast and comprehensive view of the business for top managers Categories of customer concern are time, quality, performance and service and cost Translation of customer -based measures into internal measures The balanced scorecard can only translate a company's strategy into specific measurable objectives Further aspects of the balanced scorecard Innovation and Learning Perspective Financial goals have to do with profitability, growth and shareholder value
Transcript: Financial Reduce human error at tables; dealing error and money changing error Total area of ground covered by region or square mile. Initiative Gaming guests spend more time at the table. 20% more hits per month. Training on guest service skills. Measure Tie training recommendations to floor managers performance reviews Internal Business Processes Diversify dealer skills by learning new games. Percentage of total surveys with "good" or better rating. Objective Initiative Professionalism and Excellence Total page hits on websites carrying our ads. 1 novelty game every 3 months for each dealer. 20% less than previous year Track total house errors/day and month in location visible to all employees. (Meeting room or break room) Track individual errors confidentially and offer training as needed. Measure Objective Expand advertising to more pages and/or select pages with high hit-counts. Eliminate current advertising on low-count pages. The Oneida Way The vision of the Oneida Indian Nation and its many enterprises has developed. And will continue to flourish, as a result of our commitment to the core values of this organization. We encourage all employees to embrace “The Oneida Way”. Identify target markets by demographic. Dealers will make recommendations for other entertainment facilities, ex. spa, shows. Delight Every Guest 10% longer for "short stays" <2hrs. 15% longer for "long stays" >2hrs. Greater visibility for online marketing initiatives. Target Objective Objective Target Measure Measure Average "time in chair" per guest. House total number of errors per hour Focus on survey data to indicate current problem areas. Training on guest service skills. Billboard and signage advertising should cover greater geographic area. Target 10% increase over next year. Learning and Growth Target Typing X percent better than previous time period. Initiative Initiative Customer Their Time is Our Money Number of recommendations as recorded by floor managers. Better feedback on customer satisfaction surveys for all services. 75% of guests receive dealer recommendation. Raising Awareness Soft-skills training for dealers on customer interaction. Games learned per month
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