BALANCE SCORE CARD E INDICADORES DE GESTION En los últimos años las empresas se han enfocado en el mejoramiento continuo de sus procesos para minimizar costos y ofrecer la mejor calidad a sus clientes. Sin embargo, al buscar este mejoramiento y desempeño continúo en las áreas hizo que estos mejoramientos no tuvieran una dirección, es decir, no había una relación entre objetivos y estrategias con el desempeño realizado por las áreas de responsabilidad basada en actividades. Por tal motivo se crea
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Alignment - Using the Balanced Score-card to create Corporate Synergies By Robert S Kaplan & David P Norton, Harvard Business School Press, 2006 Introduction Most large organizations are divided into business units. The challenge is to coordinate the activities of these units and leverage their skills for the benefit of the organization as a whole Alignment is multidimensional in scope, involving financial synergies, cross selling of products and services to deliver unique solutions to
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Balance Score Card (BSC) An active and engaged board is an essential part of shaping and executing a successful strategy. Followings are the primary responsibilities of corporate board of directors: 1. Approve and monitor the enterprise’s strategy, created and formulated by CEO and Executive Leadership Team 2. Approve major financial decisions 3. Select the chief executive officer, evaluate the CEO and senior executive team, ensure executive succession plans 4. Provide counsel and support
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5 Performance measurement Nonprofit organizations need to view revenue as a resource needed to achieve their missions. Obviously, revenues must exceed expenses over the long-term or an NPO will not survive. —Glenn Rowe Key Topics: balanced score card, customer feedback, competitive comparison, strategic objectives, blue ocean strategy W hat makes an organization “good” at what it does? Or, as Jim Collins (2001) would ask, “What makes an organization great?” Most would acknowledge that
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Electric Utility, Inc. – Balanced Scorecard Example Objectives Measures (D=Drivers) FY01 Customer Financial •Maximize returns •Profitable growth •Leverage asset base •Manage operating costs •Industry leading customer loyalty •ROCE •Revenue growth •Asset utilization rate •Operating costs / customer •Customer Satisfaction Rating 14% 6% 80% $150 80% Targets FY02 14.5% 8% 85% $140 85% Initiatives FY03 15% 12% 90% $125 90% •Customer loyalty program Business Growth •Capitalize on deregulation
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Implementation in Organizations The tool has become a weapon for organizations to identify the pressure points, conflicting interests, objectives setting, prioritization of objectives, planning and budgeting. The four main important steps that need to be taken care of are – 1. Translating the Vision It is to be remembered that the vision of any organization should be understood by each and every employee of the organization. If it is understood by the top management only, then it is
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Scorecard Brenda Rivers HTT 220 May 15, 2010 Simone Davis Made popular in 1996 by Kaplan and Norton, the balanced scorecard acts as an organizational report card that varies from business to business (Nyheim, McFadden & Connelly 2005). When assessing performance companies do not use single measurements, but rather a set of measurements which takes into the stakeholders, employees, guests, owners, supplier’s
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UCEMA TESINA BALANCED SCORECARD MBA 2009 UNIVERSIDAD DEL CEMA Maestría en Dirección de Empresas TESINA Balanced Scorecard para seguimiento estrategia de Laboratorio de la Industria Petrolera Autores: Bonazzola Marcela Bozic Alejandra Profesores: Falco Alejandra López Diego Marcela Bonazzola Alejandra Bozic Página 1 de 36 UCEMA TESINA BALANCED SCORECARD MBA 2009 1.ÍNDICE 1. INDICE……………………………………………………………… 2 2. OBJETIVO DEL TRABAJO………………………………………. 3 3. BREVE RESEÑA
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Business Model and Strategic Plan Part 1 BUS/475 Business Model and Strategic Plan Part 1 Scorecard Four Balanced Areas For Measures | Strategic Objectives | Measure | Metric | Target Year 2 | Target Year 2 | TargetYear 3 | Financial | Improve Profitability | Improve return on investments | ROIC | +2% | +3% | +4% | | Improve Revenue | Improve overall Revenue for the company | Revenue | +3% | +4% | +5% | | Increase Assets | Strengthen Financial Resources | Cash Flow | 5% |
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However, this prior study focused exclusively on the balance sheet effects for a single period, and assumed the income statement effects were negligible. The current study cites evidence that suggests the income statement effects may be material, and illustrates how to estimate the impact of constructive capitalization of operating leases on both operating income (before interest expense) and net income. Understanding both the income statement and balance sheet consequences will likely become increasingly
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