Kaplan&Norton--Putting a balanced socrecard to work

Kaplan&Norton--Putting a balanced socrecard to work

ID:37945245

大小:1.07 MB

页数:12页

时间:2019-06-03

Kaplan&Norton--Putting a balanced socrecard to work_第1页
Kaplan&Norton--Putting a balanced socrecard to work_第2页
Kaplan&Norton--Putting a balanced socrecard to work_第3页
Kaplan&Norton--Putting a balanced socrecard to work_第4页
Kaplan&Norton--Putting a balanced socrecard to work_第5页
资源描述:

《Kaplan&Norton--Putting a balanced socrecard to work》由会员上传分享,免费在线阅读,更多相关内容在行业资料-天天文库

1、WhatdocompanieslikeRockwater,AppleComputer,andAdvancedMicroDeviceshaveincommonlThey'reusingthescorecardtomeasureperformanceandsetstrategy.PuttingtheBalancedScorecardtoWorkbyRobertS.KaplanandDavidP.NortonToday'smanagersrecognizetheimpactthatmea-vatebreakthroughimprovementsinsuchcriticalsuresha

2、veonperformance.Buttheyrarelythinkofareasasproduct,process,customer,andmarketmeasurementasanessentialpartoftheirstrategy.development.Forexample,executivesmayintroducenewstrate-Thescorecardpresentsmanagerswithfourdiffer-giesandinnovativeoperatingprocessesintendedtoentperspectivesfromwhichtoeho

3、osemeasures.Itachievehreakthroughperformance,thencontinuecomplementstraditionalfinancialindicatorswithtousethesameshort-termfinancialindicatorsmeasuresofperformanceforcustomers,internaltheyhaveusedfordecades,measureslikereturn-processes,andinnovationandimprovementactivi-on-investment,salesgro

4、wth,andoperatingincome.ties.ThesemeasuresdifferfromthosetraditionallyThesemanagersfailnotonlytointroducenewmea-usedbycompaniesinafewimportantways:surestomonitornewgoalsandprocesseshutalsoClearly,manycompaniesalreadyhavemyriadtoquestionwhetherornottheiroldmeasuresareoperationalandphysicalmeasu

5、resforlocalactivi-relevanttothenewinitiatives.ties.Buttheselocalmeasuresarebottom-upandEffectivemeasurement,however,mustbeanderivedfromadhocprocesses.Theseorecard'sintegralpartofthemanagementprocess.Thehal-measures,ontheotherhand,aregroundedinanancedscorecard,firstproposedintheJanuary-organiz

6、ation'sstrategicobjectivesandcompetitiveFebruary1992issueofHBR{"TheBalancedScore-demands.And,byrequiringmanagerstoselectcard-MeasuresthatDrivePerformance"),providesalimitednumberofcriticalindicatorswithineachexecutiveswithacomprehensiveframeworkthatofthefourperspectives,thescorecardhelpsfocus

7、translatesacompany'sstrategicohjectivesintothisstrategicvision.acoherentsetofperformancemeasures.MuchInaddition,whiletraditionalfinancialmeasuresmorethanameasurementexercise,thebalancedreportonwhathappenedlastperiodwithoutindi-scorecardisaman

当前文档最多预览五页,下载文档查看全文

此文档下载收益归作者所有

当前文档最多预览五页,下载文档查看全文
温馨提示:
1. 部分包含数学公式或PPT动画的文件,查看预览时可能会显示错乱或异常,文件下载后无此问题,请放心下载。
2. 本文档由用户上传,版权归属用户,天天文库负责整理代发布。如果您对本文档版权有争议请及时联系客服。
3. 下载前请仔细阅读文档内容,确认文档内容符合您的需求后进行下载,若出现内容与标题不符可向本站投诉处理。
4. 下载文档时可能由于网络波动等原因无法下载或下载错误,付费完成后未能成功下载的用户请联系客服处理。