平衡计分卡框架.doc

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1、平衡计分卡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 Score

2、card 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 Scorecard

3、 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 being expa

4、nded 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 implementati

5、on. 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.Contents3Executive Summary1Introduction2About the Balanced Scorecard3Background and His

6、tory3Empowering 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 Sites23Executive

7、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 results

8、 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 methodology) is

9、 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. Constant feedback lo

10、ops 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 an organization. Organizations that ha

11、ve 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 effective use of technology to be succe

12、ssful. 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 allow organizations to: Develop and dep

13、loy 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 comprehensive, flexible, cost-effective way to deploy t

14、he 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 organization and minimize superfluous activities so that were all

15、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 with these questions each day, they confront the reality t

16、hat, “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 is that it identifies where action should be taken. So, e

17、ffective 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 performance measurement system, then, is a closed loop system that embodies

18、 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. It is a framework for defining, refining and communicating strategy, for

19、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 the critical success factors for a Balanced Scorecard implementation. Finally

20、, 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, and reliable way.About the Balanced ScorecardBackground and HistoryThe Balanc

21、ed 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. Market share in many industries was vanishing at an alarming rate due to g

22、lobalization, 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 workforce needs were changing. In spite of all these changes, most businesses s

23、till 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 respond to rapidly changing market conditions was obvious.In response to thes

24、e 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 late 1980s. They understood the limitations of relying too much on purely f

25、inancial 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 the future financial health of the company. Conversely, companies might appear

26、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 indicators that convey past performance results, but do not generally provide a reliabl

27、e 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 powerless to impact the things that were being measured. So, Kaplan and Norton introdu

28、ced 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 productivity, and also outward-facing measures, like customer loyalty.The results of their initial rese

29、arch 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 develop the concept of the Balanced Scorecard, and published the book, The Balanced Scorecard in

30、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 organizations began to embrace and experiment with the Balanced Scorecard concept, a growing number

31、 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 broader concept of enterprise strategic management. The Balanced Scorecard is a dynamic methodolog

32、y, 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 (IT). Empowering the Knowledge WorkerToday, companies face the same pressures as 10 years ago, but

33、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 other impacts, it has lowered entry barriers to many markets; empowered the customer with informatio

34、n 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 information.The economy has transitioned to what some call the Age of Informationan economy in whi

35、ch 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 workers use and process data or information, and in collaboration with other workers, create knowle

36、dge 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 assets. Intangible assets, like any other asset, are factors of production that should be used to generate

37、 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 product or service. For example, IT investments involve extensive use of knowledge workers and capita

38、l, 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 increased revenue or reduced cost. So, organizational financial performance is increasingly contingent on gen

39、erating 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 worker. It follows that organizations must both empower the knowledge worker and measure their performa

40、nce 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 strategies that are effectively created get effectively implemented. A related finding by Norton and

41、 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, mission statements, and strategic initiatives, those ideas rarely trickle down to truly transform an orga

42、nization, 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 is a proven way to align an organization with strategy, harness knowledge workers efforts to strategi

43、c ends, and ultimately deliver improved financial returns on employees, technology investments, business processes, and customer relationships.Elements of the Balanced ScorecardThe Balanced Scorecard is an approach to describing and communicating strategies. It is also a way of selecting performance

44、 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 initiatives which collectively describe the strategy of an organization and how the strategy can be achieve

45、d. 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 describes strategy and performance management from multiple perspectives. The classic Balanced Scoreca

46、rd 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 To satisfy our customers and shareholders, at what business processes must we excel?Learning and Gro

47、wthTo 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 become the objectives associated with that perspective, and performance is then judged by the progress to

48、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 Business Process objectives, which should improve the organization in the eyes of the customer, which ul

49、timately 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 perspectives and key questions should be amended and supplemented as necessary to capture that strategy. For ex