2GC绩效管理与三代BSC（英文版）.pdf

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1、2GC LimitedAlbany House,Market StreetMaidenhead,BerkshireSL6 8BE UK+44(0)1628 421506www.2gc.co.ukinfo2gc.co.ukPerformance Management&the 3rdGeneration Balanced ScorecardAn Introduction 2003 2GC Ltd.All rights reserved.This document is protected under copyright by 2GC Ltd.The following terms and cond

2、itions apply to its use:Photocopying-single photocopies may be made for personal use as allowed by national copyright laws.Permission from 2GC and payment of a fee is required for all other photocopying,including multiple or systematic copying,copying for advertising or promotional purposes,resale,a

3、nd all forms of document delivery;Derivative Works Permission from 2GC is required for all derivative works,including compilations and translations;Electronic Storage or Usage-Permission from 2GC is required to store or use electronically any material contained in this document.Except as outlined ab

4、ove,no part of this document may be reproduced,stored in a retrieval system or transmitted in any form or by any means,electronic,mechanical,photocopying,recording or otherwise,without prior written permission of the 2GC Limited.Performance Management&3rd Generation Balanced ScorecardPage 2 2GC Limi

5、ted,2003.Performance Management&3rdGeneration Balanced ScorecardPurpose of this slide pack Welcome this 2GC slide pack has been produced to introduce you to Performance Management and the Balanced Scorecard This pack should help you to improve your understanding of What is Performance Management Wha

6、t is Balanced Scorecard Why use Balanced Scorecard How to design a modern Balanced Scorecard How to implement your Balanced Scorecard“The Balanced Scorecard fills the void that exists in most management systems-the lack of a systematic process to implement and obtain feedback about strategy.”Robert

7、Kaplan&David Norton“The Balanced Scorecard”,HBS Press,1996“The Balanced Scorecard fills the void that exists in most management systems-the lack of a systematic process to implement and obtain feedback about strategy.”Robert Kaplan&David Norton“The Balanced Scorecard”,HBS Press,1996Performance Manag

8、ement&3rd Generation Balanced ScorecardPage 3 2GC Limited,2003.General Management IssuesSection Summary:In most organisations the communication of strategic goals and objectives is poor so it is hard for people in the organisation to know what to do.and it is therefore hard for senior managers to ch

9、eck that the right things are being done what are the rightthings?The result:only one third of organisations believe they are successful in implementing their strategic goals Strategic success therefore requires that people are clear about what needs to happen,and that managers get useful informatio

10、n about this activity.General Management IssuesPerformance Management Key to Strategic Success3rdGeneration Balanced ScorecardDesigning and Deploying Balanced Scorecard Best Practice InsightsNext Steps Getting ready to Implement in Your Own OrganisationPerformance Management&3rd Generation Balanced

11、ScorecardPage 4 2GC Limited,2003.General management issuesWhat are the issues?DilbertFrom:“Dilbert-A Treasury Of Sunday Strips:Version 00”by Scott Adams,(Andrews McMeel Publishing 2000)Performance Management&3rd Generation Balanced ScorecardPage 5 2GC Limited,2003.General management issuesThe manage

12、ment challengeHow to decide what to do?How to balance the actions required over time?How to effectively communicate what is needed to the wider organisation?How to make these decisions relevant to the rest of the organisation?How to confirm that the necessary actions are actually being taken?Simply

13、measuring an organisation s performance does not by itself ensure that the organisation will begin toperform as either it should do or could doSimply measuring an organisation s performance does not by itself ensure that the organisation will begin toperform as either it should do or could doPerform

14、ance Management&3rd Generation Balanced ScorecardPage 6 2GC Limited,2003.General management issuesImplementing strategic goals is difficultVision97%Vision97%97%Significant strategic success33%Significant strategic success33%33%Clear strategic plans80%Clear strategic plans80%80%Some strategic success

15、52%Some strategic success52%52%From:Strategic Performance Measurement&Management Business Intelligence/Renaissance Worldwide,1997Percentage of organisations having.Almost all organisations have a strategic vision.but few manage to realise itAlmost all organisations have a strategic vision.but few ma

16、nage to realise it“You have got to succeed at doingwhat is necessary”Sir Winston Churchill“You have got to succeed at doingwhat is necessary”Sir Winston ChurchillHow do successful organisations achieve their strategic goals?Performance Management&3rd Generation Balanced ScorecardPage 7 2GC Limited,2

17、003.Performance ManagementSection Summary:To be able to design a performance management system,you must first be clear about what it is you are trying to achieve-i.e.what is goodperformance To know if goodperformance is being achieved you need a process to supply useful information aboutWhether the

18、actions needed to improve performance are being carried outWhether the actions being carried out are having the desired impact Carried out poorly,the activity to collect performance information is focused on too many(of the wrong)things,and the organisation then struggles to usefully define targets,

19、evaluate performance,or use the available information to drive improved behaviours Some of these issues can be addressed by using a standard framework for the Performance Management system design.Performance Management systems have evolved to support the articulation,communication,monitoring and upd

20、ating of strategic goals as part of an efficient,proven management process The most commonly used Performance Management framework is the Balanced ScorecardGeneral Management IssuesPerformance Management Key to Strategic Success3rdGeneration Balanced ScorecardDesigning and Deploying Balanced Scoreca

21、rd Best Practice InsightsNext Steps Getting ready to Implement in Your Own OrganisationPerformance Management&3rd Generation Balanced ScorecardPage 8 2GC Limited,2003.Performance ManagementHow successful organisations drive strategy implementationTraditional Performance Management has focused on the

22、 last two stepsArticulate theStrategyCommunicatetheStrategyMonitorActivityManageActivity 1234StrategicSuccessManagement checks that actionsare being completedand results arebeing achievedManagement communicates thesedecisions to therest of theorganisationManagement decides what needsto be achieved,a

23、nd documents thesedecisionsManagementtakes action whenresults aredifferent from thoseexpectedPerformance Management&3rd Generation Balanced ScorecardPage 9 2GC Limited,2003.Performance ManagementWhat happens when strategy is unclear?Frameworks are helpful in deciding what to measure.Articulate theSt

24、rategyCommunicatetheStrategyMonitorActivityManageActivity 12?Only 2/3*of senior executives understand how the strategy relates to their own job .and only 1/10 of shop floor staff understand how the strategy relates to their own jobWith the strategy unclear,managers:Select unhelpful performance measu

25、resSelect too many performance measuresAttempt to monitor everythingDon t really know what is going on across the organisationWhen monitoring is done poorly,managers:Can t see the wood for the treesAttempt to manage with inadequate intelligenceStruggle to exercise control over organisational activit

26、iesFail to realise organisational potential*Survey,Business Intelligence/Renaissance Worldwide,1997Performance Management&3rd Generation Balanced ScorecardPage 10 2GC Limited,2003.3rdGeneration Balanced ScorecardSection Summary:The original Balanced Scorecard concepts were developed in the late 1980

27、s and were publicised by Kaplan&Norton in a 1992 Harvard Business Review paper Early Balanced Scorecard focused on strategy and vision,but said little about how to design or use effectively Over last decade the understanding of Balanced Scorecard has improved Balanced Scorecard design and design met

28、hods have evolved to address the shortfalls inherent in the original approach The latest version of Balanced Scorecard is“3rdGeneration”it offers major benefits to users and developers over prior versionsQuicker to develop,more reliable,easier to use,set targets for,and to cascade within organisatio

29、nGeneral Management IssuesPerformance Management Key to Strategic Success3rd Generation Balanced ScorecardDesigning and Deploying Balanced Scorecard Best Practice InsightsNext Steps Getting ready to Implement in Your Own OrganisationPerformance Management&3rd Generation Balanced ScorecardPage 11 2GC

30、 Limited,2003.3rdGeneration Balanced ScorecardBalanced Scorecard first appeared in 1992Kaplan&Norton s1stGenerationBalanced ScorecardObjectivesInitiativesTargetsMeasures“To achieve our vision,how will we sustain our ability to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasures“T

31、o satisfy our shareholders&customers,what business processes must we excel at?”Internal Business ProcessesVision&StrategyObjectivesInitiativesTargetsMeasures“To succeed financially,how should we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasures“To succeed financially,how shou

32、ld we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To succeed financially,how should we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasures“To achieve our vision,how should we appear to our customers?”CustomerObje

33、ctivesInitiativesTargetsMeasures“To achieve our vision,how should we appear to our customers?”CustomerObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To achieve our vision,how should we appear to our customers?”CustomerObjectivesInitiativesTargetsMeasures“To achieve our visi

34、on,how will we sustain our ability to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To achieve our vision,how will we sustain our ability to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasures“To satisfy our shareholde

35、rs&customers,what business processes must we excel at?”Internal Business ProcessesObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To satisfy our shareholders&customers,what business processes must we excel at?”Internal Business ProcessesVision&StrategyBut 10 years have seen

36、some major improvements to this frameworkPerformance Management&3rd Generation Balanced ScorecardPage 12 2GC Limited,2003.3rdGeneration Balanced ScorecardBest practice Balanced Scorecard has evolved 2GC Limited,2003.Strategic Linkage ModelFinancial PerspectiveCustomer PerspectiveLearning&Growth Pers

37、pectiveInternal PerspectiveDBX Understands and Responds to my NeedsDBX Products are my First Choice ProductsDBX Products are Good Value for MoneyDBX Products are Visible and AvailableDBX has an Excellent Consumer FranchiseDrive Trade Terms by ChannelImplement Major Account Management ProgrammeEffect

38、ive Control of Business(No Surprises)Sales Growth(by City by Product)Gross Contribution(After City Sales and Marketing)Asset TurnOverheads as a%of NSVImproved Shareholder Value(ROCE)I Have a Good Relationship with DBXDevelop Better Work Practices and ISDevelop and Retain Professional ManagersDevelop

39、 Service AgreementsEffective Management of Company AssetsDeliver Excellent Internal Customer ServiceDeliver Customer Service StandardsDevelop Professional,Customer Oriented,Skilled Sales ForceDeliver Excellent Consumer PropositionsUnderstand Impact Of Various Marketing Levers 2GC Limited,2003.Strate

40、gic Linkage ModelFinancial PerspectiveCustomer PerspectiveLearning&Growth PerspectiveInternal PerspectiveDBX Understands and Responds to my NeedsDBX Products are my First Choice ProductsDBX Products are Good Value for MoneyDBX Products are Visible and AvailableDBX has an Excellent Consumer Franchise

41、Drive Trade Terms by ChannelImplement Major Account Management ProgrammeEffective Control of Business(No Surprises)Sales Growth(by City by Product)Gross Contribution(After City Sales and Marketing)Asset TurnOverheads as a%of NSVImproved Shareholder Value(ROCE)I Have a Good Relationship with DBXDevel

42、op Better Work Practices and ISDevelop and Retain Professional ManagersDevelop Service AgreementsEffective Management of Company AssetsDeliver Excellent Internal Customer ServiceDeliver Customer Service StandardsDevelop Professional,Customer Oriented,Skilled Sales ForceDeliver Excellent Consumer Pro

43、positionsUnderstand Impact Of Various Marketing Levers 2GC Limited,2003.1st Generation Balanced ScorecardObjectivesInitiativesTargetsMeasures“To achieve our vision,how will we sustain our ability to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasures“To satisfy our shareholders&c

44、ustomers,what business processes must we excel at?”Internal Business ProcessesVision&StrategyObjectivesInitiativesTargetsMeasures“To succeed financially,how should we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasures“To succeed financially,how should we appear to our sharehol

45、ders?”FinancialObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To succeed financially,how should we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasures“To achieve our vision,how should we appear to our customers?”CustomerObjectivesInitiativesTargetsMeas

46、ures“To achieve our vision,how should we appear to our customers?”CustomerObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To achieve our vision,how should we appear to our customers?”CustomerObjectivesInitiativesTargetsMeasures“To achieve our vision,how will we sustain our a

47、bility to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To achieve our vision,how will we sustain our ability to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasures“To satisfy our shareholders&customers,what business p

48、rocesses must we excel at?”Internal Business ProcessesObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To satisfy our shareholders&customers,what business processes must we excel at?”Internal Business ProcessesVision&Strategy 2GC Limited,2003.1st Generation Balanced Scorecard

49、ObjectivesInitiativesTargetsMeasures“To achieve our vision,how will we sustain our ability to change and improve?”Learning&GrowthObjectivesInitiativesTargetsMeasures“To satisfy our shareholders&customers,what business processes must we excel at?”Internal Business ProcessesVision&StrategyObjectivesIn

50、itiativesTargetsMeasures“To succeed financially,how should we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasures“To succeed financially,how should we appear to our shareholders?”FinancialObjectivesInitiativesTargetsMeasuresObjectivesInitiativesTargetsMeasures“To succeed financ