文档介绍：An Introduction to the Balanced Scorecard and the Strategy anization
An Introduction to the Balanced Scorecard and the Strategy anization
TEC March 6, 2005
Why anizations Struggle So Hard With Strategy?
1 in anizations execute their strategies essfully
72% of CEOs believe that executing their chosen strategy is more difficult than developing a good strategy
Fortune Magazine, 1998
Malcolm Baldrige CEO Survey, 2002
MAKE STRATEGY A CONTINUAL PROCESS
Strategic Learning Loop
Initiatives & Programs
test the hypotheses
Output (Results)
reporting
Management Control Loop
funding
Input (Resources)
update the strategy
PERFORMANCE
85% of management teams spend less than one hour per month on strategy issues
92% anizations do not report on lead indicators
60% anizations don’t link strategy & budgets
78% anizations lock budgets to an annual cycle
20% anizations take more than 16 weeks to prepare a budget
STRATEGY
BALANCED SCORECARD
BUDGET
The Problem: The Strategic Management Process Is Missing in anizations
#5
Strategy Development or Strategy Execution?
Organizations Need Both
Strategic
ess
At Risk
Doomed From
The Start
Missed
Opportunity
Strategy Formulation
Flawed
Sound
Flawed
Sound
Strategic ess requires going beyond essful strategy formulation to essful strategy execution
Source: 1Execution: The Discipline of Getting Things Done, by Larry Bossidy, 20023>.
Strategy Execution
1
Strategy Execution Challenge
There are generally accepted tools to manage finances, customers, processes, and people. But what about strategy?
The Balanced Scorecard is the vehicle that fills the Strategy Management Gap
Financial Management Tools
EVA
Balance Sheets
e Statements
Shareholder Value Analysis
Customer Management Tools
Customer Satisfaction Measurement
Customer Relationship Management
Segmentation Analysis
One-to-One Marketing
Process Management Tools
Six Sigma
Supply Chain Integration
Cycle Time Reduction
TQM
People M