By Nils-Göran Olve, Carl-Johan Petri, Jan Roy, Sofie Roy
The idea that of the Balanced Scorecard has develop into more and more renowned within the worldwide enterprise international as a device for balancing company method with monetary matters, purchaser care, inner enterprise strategies, and studying and progress. This e-book makes a speciality of the hands-on studies of businesses throughout a extensive variety of businesses at either operational and board point. Drawn from circumstances within the united kingdom, Europe, the U.S., and Japan, the e-book exhibits that even though Balanced Scorecard has been followed commonly, it truly is practiced in several types and with various levels of good fortune. Making Scorecards Actionable is helping in growing and speaking a complete complete technique to all organizational contributors from the head down.
* offers a long term view of what the company's strategic goals particularly are.
* exhibits how one can utilize wisdom won via experience.
* Demonstrates the necessary flexibility of any such process to deal with the fast-changing company environment.
* This ebook presents a practice-based keep on with on from the profitable functionality Drivers via Olve, Roy and Welter (0471 986232)
Readership: Operational managers, experts, and enterprise scholars.
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Extra info for Making Scorecards Actionable : Balancing Strategy and Control
Example text
Fad or emerging standard? 11 told us that they could not do this, and had to restrict access to measures for just the local unit where employees work. ’ We found this interesting, because it seems an obvious but littlediscussed consequence of the greater openness that many corporations now aim for. It also shows that this type of information really is strategically sensitive. Of course, it should be if a scorecard really ‘tells the story of our strategy’, as is the intention. But it may also indicate that in the longer run it will be necessary to disclose more such information to the general public – because it has to be handled daily by too many employees to be kept secret.
It is in using scorecards on an ongoing basis that the real gains are to be had. It is also at this stage that support for the project may diminish, since top managers believe that the scorecards are safely introduced. ‘Living with scorecards’ easily gets too little attention, as it probably has in the literature also. For what business activities should there be scorecards? Some organizations start their scorecard projects with the higher echelons, others with a pilot project somewhere down in the organization.
FAD OR EMERGING STANDARD? The previous sections showed that the aims and scope of scorecard projects have varied. 9 The BSC was soon promoted as a strategic control tool, to be used throughout a corporation and based on its over-arching strategic aims. This was probably attempted in only a minority of cases. Multi-business corporations find it hard to articulate a corporate strategy, and financial measures are usually more acceptable and even sufficient at this level, especially in more differentiated groups.
