平衡計分卡框架

1、平衡計分卡Bringing the Balanced Scorecard to Life: The Microsoft Balanced Scorecard FrameworkWhite PaperBy: Charles BloomfieldInsightformation, Inc.Published: May 2002For the latest information, please see AbstractThis paper describes the Microsoft® approach to developing and implementing a Balanced

2、 Scorecard for enterprise performance management. It presents basic information on the Balanced Scorecard performance management methodology, and identifies key business issues that must be addressed in developing and deploying a balanced scorecard. The paper then presents the Microsoft Balanced Sco

3、recard Framework (BSCF)a comprehensive set of techniques, tools, and best practices to speed scorecard implementation using toolsets with which organizations are familiar. An extensive body of research and literature describing the Balanced Scorecard exists. That body of knowledge is constantly bein

4、g expanded by The Balanced Scorecard Collaborative, Balanced Scorecard Institute, various consulting organizations, software companies, and client organizations. This paper cannot comprehensively cover such a complex topic or reflect accurately many of the nuances of scorecard development and implem

5、entation. Instead, it presents a basic conceptual overview of the Balanced Scorecard. Interested readers are encouraged to use the bibliography presented at the end of this paper as a guide to more detailed information.ContentsExecutive Summary1Introduction2About the Balanced Scorecard3Background an

6、d History3Empowering the Knowledge Worker4Elements of the Balanced Scorecard4Critical Success Factors for BSC Development8Common Pitfalls9Automating the Balanced Scorecard10The Microsoft Balanced Scorecard Framework12Facets of the Framework12Conclusion22Selected Bibliography23Useful Web Sites23Execu

7、tive SummaryTraditional performance measures are insufficient to gauge performance and guide organizations in todays rapidly changing, complex economic landscape. Organizations need to link performance measurement to strategy, and must measure performance in ways that both promote positive future re

8、sults and reflect past performance. The Balanced Scorecard has developed over the last eleven years as a powerful way to implement strategy and continuously monitor strategic performance. Creating a strategy focused organization (the phrase coined by the founders of the Balanced Scorecard methodolog

9、y) is a significant, challenging culture change for many organizations. Success in achieving this change requires: · Consistent executive support and involvement.· Education, communication, and visibility of the strategy and measurements of its effectiveness throughout the organization. &#

10、183; Constant feedback loops so that strategy is an every-day consideration.· Tools to enable non-technical users to understand the key drivers of the measures. · Translation of the strategy to operational terms so that alignment to strategy and implementation of it occur at all levels of

11、an organization. Organizations that have successfully implemented the Balanced Scorecard have achieved remarkable transformations in their financial performance, in many cases vaulting to the top ranks in their industry groups.Many aspects of Balanced Scorecard development and deployment depend on e

12、ffective use of technology to be successful. Numerous software packages have been developed to help automate the Balanced Scorecard, but it is very difficult to deliver the needed capabilities in a single software package. Therefore, the Microsoft Balanced Scorecard Framework has been developed to a

13、llow organizations to:· Develop and deploy a scorecard economically using an existing infrastructure.· Manage and display the data and knowledge pertinent to Balanced Scorecards.· Facilitate analysis of measures so that prompt corrective action can take place. The framework provides a

14、 comprehensive, flexible, cost-effective way to deploy the Balanced Scorecard and deliver superior returns on people, processes, customers, and technologies.Introduction How do we communicate strategy through a complex, multi-faceted, decentralized global organization? How do we align our organizati

15、on and minimize superfluous activities so that were all working efficiently to the same ends? How do we measure the effectiveness of our strategy and its implementation? How do we promote a culture of agility to respond to the rapidly changing business climate we face? As business leaders wrestle wi

16、th these questions each day, they confront the reality that, “If you cant measure it, you cant manage it.” In other words, effective performance management requires accurate performance measurement. Leaders also understand that performance measurement itself is not enough. The value of measurement i

17、s that it identifies where action should be taken. So, effective performance measurement systems must be able to: · Accurately reflect a business situation.· Guide employees to take the right actions in situations where action is required.· Gauge the effectiveness of those actions. A

18、performance measurement system, then, is a closed loop system that embodies situational analysis of information, corrective actions, and result evaluation. The Balanced Scorecard is a proven performance measurement system. It is a comprehensive strategic performance management system and methodology

19、. It is a framework for defining, refining and communicating strategy, for translating strategy to operational terms, and for measuring the effectiveness of strategy implementation. This paper briefly describes the history, evolution, and key elements of the Balanced Scorecard. It then identifies th

20、e critical success factors for a Balanced Scorecard implementation. Finally, it presents the Microsoft Balanced Scorecard Framework (BSCF) as a way to leverage a corporations existing investments and capabilities to develop and deploy a scorecard in a timely, cost-effective, scalable, manageable, an

21、d reliable way.About the Balanced ScorecardBackground and HistoryThe Balanced Scorecard came into being in the late 1980s and early 1990s as a method to help companies manage their increasingly complex and multi-faceted business environments. Corporations then were faced with a number of challenges.

22、 Market share in many industries was vanishing at an alarming rate due to globalization, liberalization of trade, technology innovation, and domestic quality issues. The economy was in transition from product-driven to service-driven. The composition of the workforce was changing, and companies work

23、force needs were changing. In spite of all these changes, most businesses still relied on traditional measures of performance based on a centuries-old accounting model, which failed to accurately reflect the true health (and future prospects) of an organization. The need for better information to re

24、spond to rapidly changing market conditions was obvious.In response to these stresses, and the shortcomings of traditional financial performance measures, Professor Robert Kaplan and David Norton began to shape the concept of the Balanced Scorecard during a research project with 12 companies in the

25、late 1980s. They understood the limitations of relying too much on purely financial measures. They realized that many of the ways to improve short-term financial performancesuch as reducing headcount, and cutting expenses for training, R&D, marketing, and customer servicemight be detrimental to

26、the future financial health of the company. Conversely, companies might appear to be doing poorly from a financial perspective because they were investing in the core capabilities that could drive superior future performance. Furthermore, they perceived the limitation of reliance on lagging indicato

27、rs that convey past performance results, but do not generally provide a reliable indication of future performance.Kaplan and Norton also perceived that employees throughout a company often did not understand how their role related to strategy and financial measures, leading employees to feel powerle

28、ss to impact the things that were being measured. So, Kaplan and Norton introduced the Balanced Scorecard as a way for companies to measure and report performance in a way that balanced:· Multiple perspectives.· Both leading and lagging indicators.· Inward-facing measures, like produc

29、tivity, and also outward-facing measures, like customer loyalty.The results of their initial research work with 12 companies were published in 1992 in the Harvard Business Review. Fueled by the positive response to their initial article and successful consulting work, Kaplan and Norton continued to

30、develop the concept of the Balanced Scorecard, and published the book, The Balanced Scorecard in 1996. By that time, the focus of the Balanced Scorecard had evolved from an emphasis on measures and reporting, to a methodology for promoting strategic management of the organization.As more and more or

31、ganizations began to embrace and experiment with the Balanced Scorecard concept, a growing number of tools and techniques emerged, building on many of the initial concepts. In 2000, Norton and Kaplan released their second book, The Strategy Focused Organization, which describes that evolution to a b

32、roader concept of enterprise strategic management. The Balanced Scorecard is a dynamic methodology, and the understanding of its potential deepens as Kaplan and Norton proceed with innovative work, such as developing scorecards for support functions like Human Resources and Information Technology (I

33、T). Empowering the Knowledge WorkerToday, companies face the same pressures as 10 years ago, but in a radically different economic landscape. A new pressure, then barely on the horizon, has revolutionized the way many businesses must operatethe Internet. The Internets impact is ubiquitous. Among oth

34、er impacts, it has lowered entry barriers to many markets; empowered the customer with information and choice; brought new distribution channels; and spawned entire industry sectors around activities such as customer relationship management, supply chain integration, security, and the marketing of i

35、nformation.The economy has transitioned to what some call the Age of Informationan economy in which Gross Domestic Product is increasingly dominated by services. In this service economy, the knowledge worker has replaced the production assembly line worker as a key factor of production. Knowledge wo

36、rkers use and process data or information, and in collaboration with other workers, create knowledge and take action, thereby increasing value. This value creation process is predominantly intangible in nature. In 1998, over 75% of the market value of the S&P 500 was captured in intangible asset

37、s. Intangible assets, like any other asset, are factors of production that should be used to generate value. These intangible factors of production are used in ways that may be many times removed from revenue generation or cost reduction; they are frequently indirect contributors to production of a

38、product or service. For example, IT investments involve extensive use of knowledge workers and capital, and are a powerful service facilitator with significant impacts on costs and internal and external customer relationships, but rarely are there direct correlations between IT projects and increase

39、d revenue or reduced cost. So, organizational financial performance is increasingly contingent on generating returns on intangible factors of production. Therefore, organizations must apply the knowledge workers expertise in ways that serve a defined corporate strategy to achieve a return on that wo

40、rker. It follows that organizations must both empower the knowledge worker and measure their performance in relation to strategy. However, organizations are finding it extremely difficult to implement strategy and measure effectiveness of that strategy. According to Fortune Magazine, only 10% of the

41、 strategies that are effectively created get effectively implemented. A related finding by Norton and Kaplan is that without the Balanced Scorecard, 85% of executive teams spend less than 1 hour per month discussing strategy. So even when companies invest a lot of time in refining their values, miss

42、ion statements, and strategic initiatives, those ideas rarely trickle down to truly transform an organization, and the average employee does not have a clear understanding how his or her actions influence ultimate performance measures such as stock price or earnings per share.The Balanced Scorecard

43、is a proven way to align an organization with strategy, harness knowledge workers efforts to strategic ends, and ultimately deliver improved financial returns on employees, technology investments, business processes, and customer relationships.Elements of the Balanced ScorecardThe Balanced Scorecard

44、 is an approach to describing and communicating strategies. It is also a way of selecting performance measures that will drive a unique organizational strategy. Dr. Norton describes the Balanced Scorecard as follows:“A balanced scorecard is a system of linked objectives, measures, targets and initia

45、tives which collectively describe the strategy of an organization and how the strategy can be achieved. It can take something as complicated and frequently nebulous as strategy and translate it into something that is specific and can be understood.”PerspectivesKaplan and Nortons Balanced Scorecard d

46、escribes strategy and performance management from multiple perspectives. The classic Balanced Scorecard has four perspectives:PerspectiveKey QuestionFinancial To succeed financially, how should we appear to our stakeholders?CustomerTo achieve our vision, how should we appear to our customers?Process

47、 To satisfy our customers and shareholders, at what business processes must we excel?Learning and GrowthTo achieve our vision, how will we sustain our ability to change and improve?Each perspective can be explained by a key question with which it is associated. The answers to each key question becom

48、e the objectives associated with that perspective, and performance is then judged by the progress to achieving these objectives. There is an explicit causal relationship between the perspectives: good performance in the Learning and Growth objectives generally drives improvements in the Internal Bus

49、iness Process objectives, which should improve the organization in the eyes of the customer, which ultimately leads to improved financial results.Though there are four basic perspectives proposed, it is important to understand that these perspectives reflect a unique organizational strategy. So the

50、perspectives and key questions should be amended and supplemented as necessary to capture that strategy. For example, a non-profit or government organization would not have the same perspectives as a for-profit corporation. Objectives and MeasuresObjectives are desired outcomes. The progress toward

51、attaining an objective is gauged by one or more measures. As with perspectives, there are causal relationships between objectives. In fact, the causal relationship is defined by dependencies among objectives. So, it is critical to set measurable, strategically relevant, consistent, time-delineated o

52、bjectives. Measures are the indicators of how a business is performing relative to its strategic objectives. Measures, or metrics, are quantifiable performance statements. As such, they must be:· Relevant to the objective and strategy. · Placed in context of a target to be reached in an id

53、entified time frame. · Capable of being trended.· Owned by a designated person or group who has the ability to impact those measures.An organization is likely to have a variety of types of measures. Some will be calculated from underlying data. Others will be aggregated index measures that

54、 assign different weights to multiple contributing measures. Some are frequently measured and others may only be measured on a quarterly or annual basis. It is important to balance lagging indicatorswhich includes most financial measureswith leading indicatorsareas where good performance will lead t

55、o improved results in the future. It is also important to balance internal measures, such as cost reduction, injury incident rates, and training programs, with external measures like market share, supplier performance, and customer satisfaction.InitiativesAn initiative is a change process or activit

56、y designed to achieve one or more objectives. The initiative is what will move a measure toward its target value. Initiatives may be large or small in scope. They generally are owned by a person or group, and are managed like projects. Strategy Maps, Strategic Themes, and Matrices Since even a relat

57、ively simple scorecard can contain an overwhelming amount of information, several tools have been developed to help communicate large, complex quantities of information in simple, easily understood ways. Strategy MapsMapping a strategy is an important way to evaluate and make visually explicit an or

58、ganizations perspectives, objectives, and measures, and the causal linkages between them. Organizing objectives in each defined perspective, and mapping the strategic relationships among them, serves as a way to evaluate objectives to make sure they are consistent and comprehensive in delivering the

59、 strategy. The strategy map is a visual way to communicate to different parts of the organization how they fit into the overall strategy. It facilitates cascading a balanced scorecard through an organization, because it can be created at different levels of an organization, and each levels map can be viewed for alignment with the overall strategy map. Figure 1: Example