|
|
Building a Strategic Balanced ScorecardPublished by: Business Intelligence Published: Feb. 3, 2003 - 262 Pages Table of ContentsChapter 1: The Evolution of the Strategic Balanced Scorecard Executive Summary Section 1: The Origins and Evolution of the Balanced Scorecard The Balanced Scorecard Explained The foundations for the balanced scorecard concept Analog Devices: the first scorecard A strategy implementation framework The Need for a Strategy Map Section 1 Summary Section 2: Principles of the Strategy-Focused Organization Principle 1: Translate the strategy to operational terms Principle 2: Align the organization to the strategy Principle 3: Make strategy everyone’s everyday job Principle 4: Make strategy a continual process Principle 5: Mobilize change through executive leadership Responding to Initial Failure Section 3: Rating the Scorecard How Advisors and Consultants Rate the Scorecard Scoring Scorecard Implementation Rating the Educators Corporate Benefits Achievement Section 3 Summary Chapter 1: Action Points Case Study: Saatchi & Saatchi Worldwide Chapter 2: How Companies Apply the Scorecard Executive Summary Introduction Section 1: Scorecard Variations Telstra Case Report Fortis Group Case Report Banking 365 Case Report NSK Bearings Case Report Combining the Scorecard With the EFQM Excellence Model Other Scorecard Approaches The Impact of Adapted Models Scorecards and Business Success Section 1 Summary Sections 2: Variations on the Scorecard Theme Schneiderman’s Seven Levels of Balanced Scorecard Implementation A Level One Balanced Scorecard A Level Two Balanced Scorecard A Level Three Balanced Scorecard A Level Four Balanced Scorecard A Level Five Balanced Scorecard A Level Six Balanced Scorecard A Level Seven Balanced Scorecard Section 2 Summary Chapter 2 Action Points Case Study: NSK Bearings Peterlee Case Study: Johnson Controls Chapter 3: Planning and Managing the Scorecard Programme Executive Summary Introduction Why the Scorecard Should be Treated as a Programme Not a Project Section 1: Making the Business Case Define the Long-term Benefits Mobil Oil Refocuses on the Longer Term Controllable and Uncontrollable Factors Shorter-term Benefits Managing Benefits Expectations Section 1 Summary Section 2: Senior Management Sponsorship When the CEO Should Take Responsibility For the Scorecard A Senior Champion Section 2 Summary Section 3: Programme Management Steering Groups and Management Teams Choosing a Programme Manager Programme Teams in Action at Booz|Allen|Hamilton The Role of Teams in Other Case Study Organizations Handing Over Programme Responsibility Section 3 Summary Section 4: The Role of Management Consultants A Growing Service Business How Companies Evaluate the Contribution of Consultants Where Consultants Fail Consultancy Skills Facilitating the Debate on Enterprise-level Goals and Measures Helping to Spread Best Practice Knowledge Transfer Section 4 Summary Section 5: Balanced Scorecard Training Section 5 Summary Chapter 3 Action Points Case Study: Booz|Allen|Hamilton Chapter 4: Creating the Enterprise-level Strategy Map and Balanced Scorecard Executive Summary Section 1: Making the Strategy Connections Creating a One-Team Mindset Strategy Formulation Workshop Process Timescales: The Case for Making Rapid Progress Section 2: Creating the Strategy Map Individual Senior Management Interviews Executive Workshop 1 The strategy map as hypothesis Strategy mapping challenges The number of objectives St Mary/Duluth Case Strategic theming Vision statements Process objectives Assigning ownership of objectives Section 3: Strategic Measures and Targets Executive Workshop 2 The role of measures Robust non-financial metrics Measurement shortcomings Pentagon Federal Credit Union Case Report Scotiabank Case Report The need for valid, actionable measures The politics of measurement How many measures to choose Data accessibility The need for measurement innovation Target setting Relative performance Benchmarking Section 4: Strategic Initiatives Executive Workshop 3 Prioritization: how to select the initiatives that count Chapter 4 Action Points Case Study: Scottish Enterprise Chapter 5: Devolving the Balanced Scorecard Executive Summary Section 1: Making Strategy Delivery Part of Everyone’s Daily Work A Major Change Programme Section 1 Summary Section 2: Cascaded Scorecards Throughout the Organization Active Involvement is the Secret of Scorecard Devolution Mandating Measures An Ideal Scorecard Cascade The Use of Pilot Projects Functional Scorecards Verizon Communications Case Report Human Capital Linkage Model Section 1 Summary Section 3: Personal Scorecards Capability Development How to link personal and enterprise scorecards Scotiabank Mobil Oil Section 5 Summary Section 4: Compensation and Incentives Changing the System Scorecard Weighting and Compensation Practice Cigna Property P&C Case Report The Case Against Making the Compensation Link Section 4 Summary Section 5: Communicating the Strategy and the Scorecard Pentagon Federal Credit Union Case Report St Mary’s /Duluth Health Clinic Case Report Section 5 Summary Section 6: Deployment Checklist Chapter 5 Action Points Case Study: Royal Canadian Mounted Police Chapter 6: Making Strategy Development a Continual Process Executive Summary Section 1: Transforming Strategy From an Event into a Living Process Section 2: Strategic Learning Making Strategy Development a Continually Evolving Process Management Meetings St Mary’s/Duluth Health Clinic Case Report How Companies Learn From Their Scorecard Programmes Better Focused Meetings Section 2 Summary Section 3: The Role of Technology The Benefits of Automation A scorecard on every desktop Texas Education Agency Case Report When to automate The alternative to dedicated software solutions The cost of automation Software Product Certification Choosing Software Section 3 Summary Section 4: Linking Strategy to the Budgeting Process Case Examples Funding Strategic Initiatives Devolved Responsibility Abandoning the Budget Rolling Forecasts Borealis Case Report Section 4 Summary Conclusion Chapter 6 Action Points Case Study: Bank Universal 2 Chapter 7: How to Maintain the Momentum of the Scorecard Programme Executive Summary Retaining a Focus on Strategy Section 1: Maintaining Momentum with a Scorecard Programme Success and Failure Section 1 Summary Section 2: Scorecard Survival Factors Mergers and Acquisitions A Change of CEO Non-executive Boards Section 2 Summary Section 3: 20 Questions Every Organization Must Answer 1. What kind of balanced scorecard do we want to develop? 2. For what purpose are we going to use the scorecard? 3. What is the business case for using the scorecard? 4. How will senior management awareness be raised and buy-in achieved? 5. How will we ensure that the scorecard is managed as an on-going programme? 6. Should we use management consultants to support the scorecard programme? 7. Should the senior team collectively own the scorecard? 8. How long should be allocated to creating the first strategy map and balanced scorecard? 9. How many objectives and measures should we include on the strategy map and scorecard? 10. How will we develop meaningful measures? 11. What kind of performance measurement culture do we have now and what kind of culture do we want? 12. To what level will a strategy map and balanced scorecard be deployed? 13. Should we pilot the scorecard prior to full rollout? 14. What are the change management implications of scorecard rollout? 15. Should the appraisal system and incentive-compensation be aligned to scorecard results? 16. How will internal communications support the scorecard programme 17. How will we ensure that strategic learning becomes a key output of scorecard usage? 18. How should we use technology to support the scorecard effort? 19. Should we integrate strategy with the budgeting process? 20. How long will it take to become strategy-focused using the scorecard? Section 4: The Future of the Scorecard Accounting Scandals Case Study: Banking 365 Appendix 1 Scorecard Readiness Self-Assessment Appendix 2 Scorecard Software Vendors Appendix 3 Scorecard Consultants Index AbstractIn too many cases strategy is a ring-bound document that sits on the shelf seen only by the CEO and a few strategic planners. Yet globalization, e-business and an ever more demanding customer base mean that organizations should reconsider strategy over shorter timescales and amend their objectives with increasing regularity. The balanced scorecard offers the opportunity to take strategy out of the boardroom and onto the frontline in order to turn corporate vision into reality.
Building a Strategic Balanced Scorecard, a new management report from Business Intelligence, provides practical, step-by-step guidelines on how to build a balanced scorecard that aligns all your operational activities to corporate strategic objectives. It draws on the invaluable experience of scorecard experts and international organizations leading the field in scorecard design and implementation. This report presents an unmissable opportunity to tap into their knowledge and expertise for the insight you need to develop the balanced scorecard that will make strategy happen in your organization. Checklists, self-assessment forms, action points strategy maps, and summaries guide you through the process.
|
|
|||
|
About MarketResearch.com
|
||||