2001 pp. 147–160 COMMENTARY Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II Robert S. Kaplan and David P. Norton Robert S. Kaplan is a Professor at Harvard University and David P. Norton is founder and president of the Balanced Scorecard Collaborative in Lincoln‚ Massachusetts. In a previous paper (Kaplan and Norton 2001b)‚ we described the role for strategy maps and Balanced Scorecards to develop performance objectives and measures linked
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The Balanced Scorecard and Performance Measurement Assignment 1. The design of a good performance measurement system must follow a “top down” approach to ensure that key measures are in fact a measure of the strategic goals established by senior management. Performance initiatives should always start at the top because senior management has the power to implement the system and provide the organizations missions and objectives. The top down approach starts with a clear business strategy
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I. What is Balanced Scorecard (BSC)? a. Its purpose is to implement balanced management system to strategically align business practice and goals to gain competitive advantage. II. Why is it important? b. It more effectively positions HR to assume a role at the executive table as a source of collected data and analytics‚ and manager of tangible and intangible assets—synergy of business outcomes that are difficult to imitate‚ (Fottler‚ 2006). c. It also supports talentship
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ACC2221 Advanced Management Accounting Coursework CIMA defines strategic management accounting as : ‘A form of management accounting in which emphasis is placed on information which relates to factors external to the firm as well as non-financial information …’ (Drury 7th Edition page 570) Strategic management accounting thus looks beyond cost measurement to focusing on ways to achieve cost reduction and hence strategic advantage for organisations. Many such techniques are outward looking
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HKU976 NEALE O’CONNOR MAKING BALANCED SCORECARD WORK TO IMPLEMENT BUSINESS STRATEGIES AT MAGIC TECHNOLOGY In August 2008‚ Magic Technology (“Magic”) launched an initiative to implement the balanced scorecard in its organisation. Alan Lo‚ the chief executive officer (“CEO”)‚ oversaw the implementation of the balanced scorecard at the company’s headquarters. Lo encountered both strategic and execution difficulties during implementation. Yet‚ such difficulties hinted at a more fundamental issue
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Goal‚ Vision‚ Mission‚ Slogan‚ Market. STRATEGY MAP Balanced Scorecard Perspectives & Purpose Descriptions Session Outline … Objectives & Objective Destinations. Strategy Map Objectives‚ Key Performance Indicator‚ Key Result Area‚ Key Responsibility Area‚ Measures and Scores. 1 The Three Key Grid Elements KSOM Grid Name Usage Objectives 1. Allocate and define how each Strategic Objectives apply to every employee. 2. Create an Initial Framework for defining the Initiatives Activity grid. Initiatives
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OF THE BALANCED SCORECARD The balance scorecard is used as a strategic planning and a management technique. It is widely used in many organizations‚ regardless of their scale‚ to align the organization’s performance to its vision and objectives. The scorecard is also used as a tool which improves the communication and feedback process between the employees and management‚ and to monitor performance of the organizational objectives. There are four different perspectives of balance scorecard which
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Balanced Scorecard MGT 521 Sept 11‚ 2013 Balanced Scorecard Table 1 Balanced Scorecard Aspect of Company Performance Factors to be Considered Organizational Goal Actual Performance Gaps Financial Quarterly Profit Results Return on Capital Employed $5‚000 $4‚000 $6‚000 $1‚500 Quarterly profits were higher than anticipated ($6‚000 versus $5‚000)‚ Return on Capital Employed was much lower than Organization goal ($1‚500 versus $4‚000). Customer Customer Satisfaction Rate
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The following paper presents a balanced scorecard for the supply chain management in a hospital. Hospitals strive to operate efficiently while providing the best patient care. By managing the supply chain strategically‚ hospitals can save costs‚ provide better patient care‚ better serve the demands of professional staff and also maintain a sound relationship with its suppliers. According to my understanding‚ the main goal of the hospital that I previously worked was not profitability‚ but to provide
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Running head: General Dynamics Balanced Scorecard General Dynamics Balanced Scorecard Executive Summary “General Dynamics is one of the market leaders in business aviation‚ combat vehicles‚ weapon systems and munitions; ship building and marine systems; and mission-critical information systems and technology (Corporate Overview‚ 2012).” In 2012‚ General Dynamic’s revenue has expanded from $4 billion to over $32 billion and the workforce has steadily increased from 29‚000 to
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