The document discusses the balanced scorecard (BSC) framework. It provides a brief history of the BSC, noting that it was developed by Kaplan and Norton in the 1990s to link strategy with performance. The BSC uses four perspectives - financial, customer, internal processes, and learning and growth. It integrates strategic objectives and measures across these perspectives to monitor organizational performance and ensure goals are met. The document then provides an example of how a company developed its strategy map and objectives across each BSC perspective, along with related measures and targets.
Pro Action Case Studies Diligence Through Exitproactionman
Many Private Equity firms recognize the impact of focusing on operations in their due diligence and hold processes. Finding, quantifying and mining value hidden in operations can impact the ability to successfully win a deal and can accelerate the path to a fruitful exit.
The ProAction Group has been providing operational (manufacturing, logistics, sourcing, process development, etc.) support to our private equity clients for over 15 years.
The SAP solution operations assessment is the first step of SAP's Run SAP methodology. It analyzes a company's current IT operations processes and identifies areas for optimization based on SAP standards. Over the course of a workshop, SAP consultants evaluate the IT landscape and processes, identify improvement areas, and create an initial roadmap and action plan. The assessment delivers a gap analysis of the existing operations against best practices and provides recommendations to improve efficiency and management of IT solutions.
This document summarizes the services of Wingspan Performance Advisors to help businesses overcome market challenges and improve performance. Wingspan provides strategy development, marketing services, distribution management, training and development, organizational assessments, and talent acquisition. Their approach involves market analysis, testing hypotheses, developing plans, preparing organizations for change, and executing strategies. Past successes include generating over $150 million in new revenue, enrolling over 120 new dealer locations, and implementing Lean Six Sigma to save $500,000 annually. Wingspan is committed to delivering measurable value, understanding challenges, minimizing risks, and helping clients identify improvement areas.
Building & Managing the Balanced ScorecardThành Khắc
This document provides an overview and instructions for an online course on developing and managing a balanced scorecard. It contains 20 chapters that correspond to the online course modules. Each chapter provides learning objectives and key points from the associated course. The chapters cover topics like introducing the balanced scorecard approach, conducting leadership interviews, mapping strategies, setting measures and targets, and managing ongoing change with the balanced scorecard. The document is intended to be used as a reference guide for users taking the online course.
This summary provides an overview of Sudhakar Bonthu's professional experience:
Sudhakar Bonthu has over 24 years of experience in operations management, process management, and system implementation. He is currently the Vice President of IT Planning & Control at Northern Operating Service Pvt. Limited, Bangalore. Previously he has held leadership roles implementing ITIL practices and managing projects and teams at Satyam Computer Services and Hewlett Packard.
Five Best Supply Management Practices in use Todayfmbabs
The document discusses five best supply management practices used today. It begins by introducing the author and their experience. It then covers strategic goal alignment, describing how best-in-class companies ensure supply management goals are aligned with overall company strategy. It also discusses procurement strategy development, explaining the use of a procurement decision tool to determine procurement strategies based on marketplace complexity and business impact. The five practices are then listed as strategic goal alignment, procurement strategy development, supplier integration, teaming strategies, and performance measurement.
Project Management Foundations Series Course 102 - Project Management ProcessesThink For A Change
The document provides an overview of a project management foundations course on project management processes. The course is targeted at students with little experience in formal project management concepts and frustrated with failed or poorly organized projects. The course covers introduction to project management processes, the five process groups of initiating, planning, executing, monitoring and controlling, and closing, as well as an example quiz reviewing the content.
Palladium Services provides strategy management, performance management, business intelligence, and process management consulting services. They help clients clarify their strategy, align their organization, manage resources and portfolios, and report on governance. For performance management, they assist with integrated planning, forecasting, resource allocation, and investment management. Their business intelligence services include developing analytics strategies and roadmaps, as well as governance and infrastructure. For process management, they analyze, reengineer, optimize, and integrate clients' workflows and strategic and operational goals.
This document discusses ways to improve business execution and performance. It recommends defining and deploying an aligned business strategy, and implementing operational models like key performance indicator management, business process mapping, ISO 9001, and aligning IT strategy with business strategy. It also recommends implementing quality assurance models, process auditing, and continuous improvement tools like value stream mapping and Six Sigma.
This document provides an overview and table of contents for the PMI-RMP Credential Handbook. It discusses how to use the handbook, which covers all policies and procedures for obtaining and maintaining the PMI-RMP credential. It also provides brief descriptions of PMI's certification program overall, which includes several credentials and certifications in addition to the PMI-RMP. The certification program is globally recognized and ensures credential holders have demonstrated competence through valid testing measures developed by project management practitioners.
1. The document discusses measuring field force motivation and satisfaction through an industry survey conducted over 6 years with over 12,000 responses.
2. Key findings show that relationships with managers and company culture became more important motivating factors, while bonuses and personal development declined in importance from 2002 to 2007.
3. Satisfaction levels with top motivating factors increased 14% on average for all responders from 2002 to 2006, but declined 17% for highest sales performers.
Shifting The Performance Curve Presentation PdfMike Kinney
This document discusses strategies for shifting the performance curve of core sales reps to match that of high performers. It outlines a 4-point performance management strategy of: 1) Hiring and modeling star performers, 2) Certifying new skill acquisition and mastery, 3) Enforcing winning sales approaches, and 4) Systematizing new winning behaviors. Each point addresses challenges in that area and questions for organizations to consider about aligning their practices. It concludes that leadership is also critical to driving outstanding performance through modeling behaviors and cultivating passion for excellence.
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
This document is a presentation from Executive Business Intelligence (EBI) that summarizes their services and expertise in strategy, supply chain, and change solutions. EBI aims to advise clients and develop partnerships through quality services. Their five key service areas include business strategy, operations strategy, change management, technology, and interim resources. EBI uses a six sigma DMAIC process for their projects and has offices across Europe, Asia, and the Middle East. The presentation discusses the increasing importance and complexity of supply chain management for businesses.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
This document discusses blue ocean strategy and red ocean strategy. [1] Blue ocean strategy involves creating new market space and making competition irrelevant by creating value for customers in ways currently not offered. [2] Red oceans refer to existing market space where competition is fierce and industry boundaries are defined. [3] The document provides principles for formulating a blue ocean strategy including reconstructing market boundaries and focusing on big picture value innovation rather than numbers.
The document summarizes a short story about a young man named Jamal who is getting married but lacks funds to pay for the wedding expenses. He has to think of ways to raise money, including selling his personal possessions. During the wedding preparations, he realizes he must follow traditional customs.
Beyond the desktop – internal communication in a \’work anywhere\’ world
Work is no longer 5 days a week, 9am to 5pm and the walls of a cubicle. Today, the "office" can be at home, a conference room, a café, a hotel room—or even the front seat of a car. Employees are also pushing for new ways to work that align with how they use social, mobile, and digital tools in their day-to-day lives.
These two trends have a huge potential to improve our ability to collaborate and increase our productivity, however, what role does technology play in supporting this new world of work and what does it mean for internal communications?
The document provides resources for understanding and addressing social issues among teenagers. It includes links to websites on teen issues, identifying troubled teens, and guiding teens to reduce problems. Students are instructed to work in groups to research a social ill, create an informational PowerPoint and brochure, develop a blog, and do a 10-minute presentation.
The poem discusses environmental degradation and its effects on living things. In the first stanza, a man sees a dead crow in a drain and an old man struggling to breathe at a clinic, showing how pollution is impacting health. In the second stanza, the poet calls for clean air, protected forests and unpolluted rivers, and for politicians to address how people can live sustainably.
This document discusses blue ocean strategy and red ocean strategy. [1] Blue ocean strategy involves creating new market space and making competition irrelevant by creating value for customers in ways currently not offered. [2] Red oceans refer to existing market space where competition is fierce and industry boundaries are defined. [3] The document provides principles for formulating a blue ocean strategy including reconstructing market boundaries and focusing on big picture value innovation rather than numbers.
This document summarizes a lecture on change management in IT planning and management. It lists the lecturer's name and members of the group. It then provides definitions of change management and IT planning and management. The main body discusses change management in IT planning and management as a process of human transition from current behavior to a better future state through implementing a planned IT infrastructure. It provides a brief history of change management and discusses guidelines from HIMSS. It emphasizes the importance of addressing both the willingness and ability of people to change through leadership, communication, training and other factors. The document outlines advantages of change management and some limitations.
ICWOAL'S NASCENT RESEARCH TRENDS IN MOOC FOR HIGHER EDUCATIONAL INSTITUTIONSNor Fadzleen
This document summarizes a literature review on emerging research trends related to MOOCs (Massive Open Online Courses) in higher education. The review analyzed over 400 papers from various databases to identify 164 relevant papers. It found that research on MOOCs in higher education has grown significantly since 2008, especially focusing on pedagogical issues like personalized learning, instructional design, and assessment. The review concludes that studying MOOC trends can help educators optimize open learning at scale, while complementing existing education systems rather than replacing them. It suggests areas for future research like business models for MOOCs and their role in continuous professional development.
This document discusses the importance of listening and provides tips for becoming a better listener. It begins by stating that listening is important for building friendships. It then provides ways to show you are listening such as making eye contact and mirroring what the other person says. The document suggests practicing listening with emotions and provides prompts for reflection on listening skills. It concludes by acknowledging resources used to create the document.
Unfold the true potential ......Seven Habits of Highly Effective PeopleSyed Shahzad Ali
The document summarizes Stephen Covey's book "The Seven Habits of Highly Effective People". It discusses each of the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits teach principles for becoming a more effective person through developing good character and managing relationships and responsibilities successfully.
This document discusses the effects of social media on youth. It begins by defining social media and listing some popular social media tools like WhatsApp, Twitter, Facebook, and Google+. It then provides some statistics on social media usage and discusses how over half of India's population uses mobile platforms for social media. The document outlines some negative effects of social media like psychological disorders and distraction, as well as positive effects like communication and sharing information. It concludes by citing references used.
The document discusses several environmental issues including the Fukushima nuclear disaster in Japan, cancer villages in China caused by industrial pollution, and various forms of pollution that are problems in India like air, water, and land pollution. It also discusses Japan's approach to waste management which relies on advances in recycling and consumer participation. Preventing environmental problems involves individual actions like reducing waste and using public transport as well as stopping deforestation and pollution of water sources.
Many environmental problems are caused by human actions including pollution, deforestation, desertification, and habitat loss. Pollution is the accumulation of harmful substances in the air, water, and ground. Deforestation is the disappearance of forests from cutting down trees. Desertification is the transformation of landscapes into desert areas as the soil becomes dry and poor. Habitat loss occurs when natural areas are destroyed for housing and industry. Children can help address these issues by reducing garbage production, avoiding cutting down trees, and protecting natural areas.
The document defines and describes five main types of pollution: air, water, noise, land, and radioactive. It provides details on the causes and effects of each type of pollution, as well as some methods to prevent or reduce pollution. The five types of pollution covered are air (from vehicles, industries), water (from organic and inorganic wastes), noise (from traffic, construction, industries), land (from mining, waste, urbanization), and radioactive (from nuclear power and waste). The document emphasizes that pollution harms human health, other living things, and the environment.
The document defines environmental pollution and describes its three main types: air, water, and soil pollution. It provides details on the causes and effects of each type of pollution. Air pollution is caused by emissions from vehicles, factories, and burning of fossil fuels, and can lead to acid rain, haze, health issues, and depletion of the ozone layer. Water pollution results from industrial waste, oil spills, and waste disposal in rivers and oceans, harming wildlife and spreading disease. Soil pollution is caused by industrial chemicals, mining, pesticides, and landfills, contaminating groundwater and reducing soil fertility.
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
Manoj Krishna P has over 12 years of experience in business development and currently works as the Manager for a company that fabricates electrical enclosures and metal display stands. He has expertise in areas like business analysis, planning, development strategies, sales, marketing, supply chain management, and customer relationship management. Previously he has worked in roles focused on secondary market operations, distributions, and as a senior engineer. He holds an MBA in Finance and a bachelor's degree in Metallurgy.
Uni-Solutions is an Indian business process outsourcing company that specializes in lead generation services. It aims to provide high quality sales and marketing support to clients through an experienced team while leveraging existing relationships to identify new business opportunities. Uni-Solutions recruits and trains personnel and has expertise in performance management, quality control, and talent retention to deliver services to clients in various industries and countries.
A marketing dashboard lets you follow up on your most important Key Performance Indicators. It allows you to focus on the areas that need improvement and communicates the same information clearly for all employees involved.
This presentation explains the choices you need to make when you want to create a marketing dashboard for your organization. For more information, contact The House of Marketing.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Shared services secret 7: Don't be defeated by ERP and ERP Complicationssharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Identification of all areas contributing to problems and determining scope of projects are challenges for many organizations. A method to improve the outcomes can help reduce risk - find out how!
This document discusses key elements of succession planning including:
1) Assessment of key positions and identification of key talent, development of development plans, and monitoring and review of progress.
2) Getting the whole team working together to achieve defined and measurably improving results through determining strategy, setting objectives, improving recruitment and training, and implementing coaching and appraisal systems.
3) Including management overviews at key stages to ensure consistency and develop team spirit and synergy.
The document outlines a digitalization strategy using Kotter's 8-step change model. It involves:
1) Creating a sense of urgency by highlighting business opportunities and benefits of digitalization while managing concerns.
2) Forming a guiding coalition to determine core values and define a vision of using digital platforms to enhance personalized user experiences.
3) Communicating the vision to gain buy-in and addressing potential obstacles like security risks or budget constraints.
4) Developing a planning process that assesses the organization's digital maturity and identifies goals like focusing on long and short-term goals.
Christopher Lyons is seeking a position that utilizes his strong training skills in a hands-on environment. He has over 15 years of experience in training and development, implementation and consulting, project management, and quality assurance. His professional experience includes roles at EBI Consulting, TheNextRound, Inc., One Beacon Insurance, and DST International where he developed and delivered training programs, implemented software, conducted needs assessments, and reported on metrics.
This document provides a summary of an individual's qualifications and experience. It includes:
- Over 10 years of experience in operations management, business development, customer service and project management in the IT and ITES industries.
- Experience managing business functions and teams, developing strategies and processes, and maintaining client relationships.
- Recent experience as a Manager at HCL Technologies where responsibilities included managing audits, budgets, profitability tracking and training.
- Previous roles include Senior Analyst, Senior Process Analyst, and Assistant Consultant with responsibilities like resource management, process implementation, customer support and report generation.
- Relevant skills and qualifications include Prince2, ITIL, Agile, Six Sigma training
The document discusses reasons why call centers fail within the first 18 months. It identifies three phases of a call center's life: operational (6-12 months), expansion (12-18 months), and integration (18+ months). Failures often occur in the initial operational phase due to lack of people management skills, poor documentation, and focus on automation over customer needs. The expansion phase can also see failures due to unrealistic benchmarks and planning that does not consider long-term needs. Establishing a coaching culture is important for success beyond 18 months.
The document outlines objectives and activities from a workshop on identifying skill gaps and training needs in the telecom and ICT sector. The objectives were to identify skill, technology, and process-related needs; develop plans to address critical skill gaps; and prioritize training. Key activities included building capability maps to identify goals, capabilities, gaps, and action plans. Several groups then presented action plans to improve areas like asset efficiency, operating margins, and address gaps in areas like strategy, individual skills, and processes.
This document provides sample business objectives that can be inserted into a Balanced Scorecard Strategy Map. It lists objectives related to customers and external stakeholders, financial, learning and growth, and business processes. Each objective should contain a description, value created, deliverables, deadlines, and measures for success using the SMART technique of being specific, measurable, actionable, realistic, and time-sensitive.
A Multi-Model Case Study: High Maturity in Development + Services, Together with the Innovation Model (NP4457) by Pedro Castro Henriques, Margarida Gonçalves and Sílvia Rodrigues
QUATIC 2012
5 September 2012
Rohit Gathibandhe is a Business Relationship Manager with over 10 years of experience in information technology focusing on retail and corporate banking. He has experience managing client accounts, building high-performing teams, and ensuring client expectations are exceeded. He is also an Agile Scrum Master and Coach who has mentored teams and stakeholders on Agile principles and best practices like behavior driven development. He is proficient in various technologies and methodologies like Agile, DevOps, JIRA, and Microsoft Office.
Tathagat Varma presented on implementing an unbalanced scorecard at Yahoo. He discussed Yahoo's journey in developing strategic goals and key performance indicators across product and support groups from 2010-2012. Some challenges included unbalancing the scorecard, setting vertical vs horizontal goals, organizational changes, and ensuring effective execution and review. Learnings included the need for flexibility, leadership's critical role, and the importance of constant realignment and double-loop learning to coordination strategic initiatives.
Nina Stewart is seeking a leadership role utilizing her IT, Lean Six Sigma, and project management experience. She has over 20 years of experience leading teams and process improvement initiatives at Honeywell International. She is certified in Six Sigma Black Belt, Lean, ITIL, and Project Management. Her background includes transforming IT departments through Lean and developing strategies to support business goals.
The document provides a summary of BGKODE's career objective, which is to obtain a leadership position in key account management where their expertise can be fully utilized. It then summarizes their career experience in account management, talent acquisition, and technical recruiting over 7+ years. It lists their educational qualifications and technical skills. It then summarizes two past roles, including responsibilities in recruitment, HR, and technical training. The document aims to showcase BGKODE's experience in account management, talent acquisition, and technical recruiting.
- Herman Melville was born in 1819 in New York and worked on a boat before writing Moby Dick in 1851, based on a true story about whaling.
- The book tells the story of Ishmael, who joins a whaling ship called the Pequod with his friend Queequeg. The ship's captain, Ahab, is obsessed with hunting down a massive white whale called Moby Dick that previously bit off Ahab's leg.
- In the climax, Moby Dick attacks and kills everyone except Ishmael after Ahab's reckless pursuit of revenge on the whale.
The poem describes the destruction of a natural habitat and its wildlife by bulldozers. On the day the bulldozers came, various animals like rooks, squirrels, and a fox were going about their daily activities in the trees and woods until the ground started trembling from the approaching bulldozers, threatening their homes. The themes highlighted are the destruction of nature, how change is inevitable but can endanger wildlife, and the moral message is about protecting the environment, flora and fauna from uncontrolled deforestation and development.
I'M GAME! : ENGAGING 21ST CENTURY TEACHERS AND LEARNERSNor Fadzleen
This document discusses ways to engage 21st century learners through gamification of English language lessons. It provides examples of gamified lesson activities like Kahoot quizzes, speed vocabulary games, augmented reality scavenger hunts using apps, and virtual reality field trips. Benefits of gamification highlighted are increased curiosity, imagination, engagement and learning from failure. The document encourages teachers to think about gamifying their own lessons by setting goals, rewards, and tracking student activity to encourage playful, fun learning.
MOBILE ASSISTED LANGUAGE LEARNING FOR MALAYSIAN SCHOOLSNor Fadzleen
This document discusses mobile assisted language learning (MALL) using portable wireless devices like mobile phones and tablets. It provides examples of popular language learning apps and cites research showing that mobile web access will exceed desktop access by 2010-2015. The document also notes that language learning is well-suited to mobile devices as they allow learners to study at their own pace. A study in Malaysia found that most respondents use mobile devices for learning and that MALL could enhance language education in Malaysian schools.
1. The document discusses the Strategic Alignment Model (SAM) framework for aligning business and IT strategies.
2. The SAM model represents the dynamic alignment between business strategic context and IT strategic context through four domains: business strategy, IT strategy, organizational infrastructure/processes, and IT infrastructure/processes.
3. European Global Manufacturing Inc. is using the SAM model to align its business and IT strategies by outsourcing all IT services to EDS and creating governance processes between the two organizations.
The document discusses methods for selecting projects during strategic planning. It describes performing a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. Various methods are presented for selecting projects, including focusing on broad organizational needs, categorizing projects, and performing financial analyses like net present value, return on investment, and payback analysis. Weighted scoring models and balanced scorecards are also discussed as tools to provide a systematic process for project selection based on important criteria.
C. mcm1263 assignment + projects confirmedNor Fadzleen
The document outlines the requirements for an individual assignment and group project assignment for a class.
For the individual assignment, students must create a "Destination Diagram" depicting their life goals and dreams for 5 and 10 years in the future.
The group project assignment requires students to form groups and develop an IT-based project to generate income. Over several deadlines, the groups must complete tasks such as selecting a project idea, creating a project charter, developing a work breakdown structure, creating a schedule and project plan, and doing a final presentation with financial projections.
The document discusses the 5W1H (six questions) framework for project management: what, why, who, when, where, and how.
It defines what as applying knowledge, skills, tools and techniques to meet project requirements through initiation, planning, execution, monitoring and control, and closing. It discusses why as realizing ideas and driving improvement. It lists top technology certifications and their salaries as an example for who and when questions. It discusses where as being applicable anywhere. It outlines both formal and informal methods for how, noting communication challenges.
The CPT is an online adaptive test that assesses English language ability in listening, reading, and use of English. It places test takers on the CEFR scale from Pre-A1 to C2 based on their overall score of 0-100. Technical requirements include sufficient processing power, RAM, hard drive space, screen resolution, operating system, internet connection speed, and certain software versions. The document provides instructions for configuring internet explorer security settings, allowing access to the local clipboard, and taking the test, which includes listening sections requiring headphones. A link to a demo test is also provided.
This document discusses using web tools and technology to facilitate interactive learning. It provides examples of how tools like blogs, online dictionaries, video sites and presentation software can be used to engage students and support collaboration. Experts recommend using technology to allow students to share information, interact, and engage in project-based learning. The document also provides specific websites that can be used for activities like creating multimedia projects, developing vocabulary games and building an online learning community.
The poem "I Wonder" describes a curious child who wonders about natural phenomena like why grass is green, who teaches birds to build nests, where the missing piece of the moon goes, who lights the stars and makes rainbows. It has 6 stanzas with a rhyming structure and is told from the first person perspective of the wondering child. The child is curious about nature and wants to know the explanations for these natural occurrences but their father does not provide answers.
This poem explores the generation gap between grandparents and grandchildren. In the first stanza, a grandchild questions how their grandparents lived before modern inventions like air conditioning and communication technologies. In the second stanza, the grandparents respond that while they lived without pollution, stress, and destruction of nature, modern generations now fear money over God and nature due to increased materialism and modernization. The poem highlights the differences in lifestyles and values between the two generations.
The document provides teaching materials and lesson plans for teaching a poem called "Mr. Nobody" to students. It includes worksheets, handouts, and activities designed to help students understand the content and message of the poem, which discusses irresponsible behavior and blaming others. Some of the activities included are matching vocabulary words to phrases from the poem, drawing a character sketch of "Mr. Nobody" based on clues in the stanzas, evaluating positive behaviors, writing a letter to "Mr. Nobody" about a misbehavior, and a hot seat drama activity.
A project-based learning project conducted during the Intel Teach programme 2010.
Prepared by Ng Siam Noi ,Jamiah Zainal,
Nor Fadzleen Sa’don & Salbiah Bayudi.
1. Presented By: Hani Zamani (MC112030)
Muhammad ALiif Ahmad (MC112098)
Nesa Nabipour (MC112075)
Nurhayati Othman (MC112100)
Sakirin Tam (MC112109)
2. Introduction
Is an framework for a strategic measurement and
management system Balance
Scorecard
an approach for driving
organizational improvement toward
pre-selected goals
integrated management system
components:
1) strategic management system
2) communication tool,
3) measurement system
3. History of BSC
1996
1990s
• Using the
• Robert Kaplan Balanced
and David Norton Scorecard as a
develop BSC Strategic
• links strategy with Management
performance System
1993 Currently
• Putting the • used by some of
Balanced the world's most
Scorecard to Work successful
companies
4. Component of BSC
Identify financial measures.
- return on capital employed
- operating income
- Customer retention - economic value added
- Customer satisfaction - Salve growth & cash flow
- Market share target segments
- Operation
where it can improve and create value - Internal value chain
- Employee satisfaction - Innovation
- Skill & moral - Sale service
- Employee retention.
- Real time system
7. Phases of BSC
Kaplan and Norton, 2000
Planning Technical
Readiness Implementation Organizational Operation/Mo
Assessment • Leadership Team Integration
• Input Information dification
• Identify • Strategic Review
(mission/vision/str
(vision/strategies/ • Integrate • Data Update
Needs measures) /Existing
ategic plan) • Analysis
• Identify • Build Scorecards • Communicate
• Assign Strategies • Regular
Resources
to BSC • Set Targets and Objectives Reporting
• Confirm Perspectives Alert Levels • Assign • Refinement
Leadership
• Develop Strategy • Standardize Data Measurement
Commitment Definitions Data
Map
• Identify/Agree on • Presentation of Responsibility
Measures Data
• Develop
Implementation
Plan
9. 0 Zhang Shu Engineering.
0 Revenue of approximately 10 million US dollars per
year.
0 It is striving to maintain its viability in the highly
competitive engineering market.
0 It develops its business strategy along with objectives.
10. Perspectiv Strategy Objective
e
Financial • We will ensure that we use our resources and • Financial success.
people to maintain financial success.
Customer • We will meet or exceed our customers’ current • Customers impressed with quality of engineering
and future expectations and requirements with solutions and services.
innovative, high quality engineering solutions and • Attract new customers.
superior service, at a reasonable cost. • Retain current customers.
• Provide on-time delivery of solutions, goods and
services.
Internal • We will provide our engineering and • Achieve and maintain cutting-edge production
programming professionals and staff with an capability.
efficient and effective means to produce and deliver • Maintain or if necessary acquire well-functioning
high quality, innovative technical engineering facilities.
solutions and services in a timely fashion.
Innovation • We will attract and retain high calibre people and • Maintain a trained and knowledgeable workforce.
Learning promote an environment that develops their • Be on the cutting edge of engineering, computer
and technical, interpersonal, and business skills and and business technology.
Growth knowledge. • Develop business through innovative client
• We will strive to develop and maintain an active identification and acquisition
means of attracting new clients and a means to
expand our practice into related engineering and
computer development areas.
• We will strive to be aware and on the cutting-edge
of engineering and computer technology.
11. Perspective Measures Targets
Financial • Increased operating income. • Increase by 10%.
• Dollar amount of operating expenses. • Maintain expense levels.
Customer • Number of new customers. • Increase by 50%
• Number of repeat customers. • Increase 10%
• Number of requests for clarifications. • One per sheet
• Number of required revisions. • Decrease by 30%
• Number of missed project deadlines. • Reduce to zero
Internal • Software version currency. • Use latest software versions
• Number of departures from the firm’s • Reduce to zero
engineering standards.
• Use of templates. • Use at least 90%
• Number of common elements used. • Increase by 10%
Innovation • Amount of language training for each • 2 hours per week
Learning and employee. • 2 sessions year
Growth • Amount of business training for each • 5 per year
employee.
• Amount of technical training, seminars or • Increase by 10%
conferences attended for each employee.
• Number of price quotations from innovative
client sources.
12. 0 From both strategy map, we found that the company’s
targets is tied to measure and each measure is tied to
an objectives.
0 Other point is each objective is tied to at least one
element of company’s strategy.
0 The success of any balanced scorecard
implementation is depend in that critical connection.
0 The reason: Short-term strategy execution, and
strategy is the means of realizing the company’s
mission, values, and vision.
13. Advantages of BSC
1. Balance between financial and non-financial indicators of success
2. Balance between internal and external constituents of the
organization
3. Balance between lag and lead indicators of performance
14. Limitations
Cause-and-effect relations are not time-wise connected and not related in
reality
External environment and several interest groups are out of picture
Hierarchical top-down set-up creates problems in implementation
Unsuitability to unique or unhealthy enterprises