...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 el Balance Score Card, es un método de contabilidad por áreas de responsabilidad basada en estrategias con el fin de tener una mejora continua dirigida, es decir que se alinea con las estrategias y objetivos. Contabilidad por áreas de responsabilidad basada en actividades en comparación con la contabilidad por áreas de responsabilidad basada en estrategias La contabilidad por áreas de responsabilidad basada en actividades ha generado una nueva forma de contabilidad por áreas de responsabilidad ya que se ajusta mejor a los ambientes que requieren mejora continua por causas competitivas o dinamismo del mercado. Este tipo de contabilidad se define por cuatro elementos importantes: 1. Asignación de la responsabilidad 2. Establecimiento de medidas de desempeño 3. Evaluación de desempeño 4. Asignación de recompensas Su objetivo principal es resaltar el desempeño financiero de las unidades de la empresa, para luego evaluar y recompensar el desempeño. Esta evaluación se...
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...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 customers and sharing of knowledge and expertise across the organization. Alignment needs to be planned and executed carefully to maximize shareholder value. Generating Synergy When an organization aligns the activities of its various business and support units, it creates additional sources of value in various ways. Corporate financial synergy revolves around issues such as where to invest, where to harvest, how to balance risk and how to create an investor brand. Customer synergy means enhancing customer relationships by offering a range of complementary products and services from different business units. Internal process synergies can be created by generating economies of scale in activities such as procurement, logistics and infrastructure. Learning and growth synergies can be generated by developing and sharing critical intangible assets including people, technology, culture and leadership. Despite various innovations in organization design, there is nothing like the best structure to balance the tension...
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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 to the CEO 5. Ensure compliance However, board of directors often fall short in carrying out their five responsibilities due to limited time they have available, and the inadequate information provided to them. The board members, burdened by limited time and limited information, can participate in a more effective and efficient governance process by implementing Balanced Scorecard program. The program starts with an Enterprise Scorecard enabling the board to become more informed about the enterprise’s strategy so that it can perform better its responsibilities. The board can also create a Board Scorecard, which defines its primary outcomes, board processes, and skills, information, and meeting dynamics for more effective governance. Finally, executive scorecards enable the Board to evaluate the performance of each senior executive and his or her succession plans. Enterprise Balanced Scorecard Enterprise Scorecard describes the strategy of the organization, including strategic...
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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 accountability, effectiveness, and achievement of desired performance outcomes are minimal requirements for any organization’s success. These requirements demand a measurement system relative to an organization’s mission, vision, values, and strategic plan. This chapter discusses methods for establishing such systems. In doing so, we echo Worth’s (2012) concern that “nonprofit managers must be committed to performance measurement but should not become overly focused on it to the detriment of delivering their mission’s programs” (p. 157). Performance measurement Process Before engaging in performance measurement, it is vital to understand the level and scope of the process. Measurement can be conducted for effectiveness or performance at the program/project or organizational level. Effectiveness relates to achieving the mission, while performance is a broader concept that considers financial results and other variables related to the overall organization. Once the scope and level of...
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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 opportunities •Optimize trading opportunities •Develop innovative services •Use alliances and joint ventures •Leverage cross-group R&D •% revenue from deregulated products/services •% trading revenue •Revenue from new services •% customers serviced through alliances/joint ventures •NPV product/service pipeline •% R&D projects meeting protocol gates (D) 5% 10% $500M 10% $500M 90% 7% 12% $550M 20% $550M 95% 10% 15% $600M 25% $600M 100% •Telecom infrastructure development •Trading risk assessment •Research alliance program Internal Processes Continued Public Support •Proactively manage relationships •Ensure reliable services •Communicate/educate customers Customer Service Excellence •Seamless cross-group delivery •Understand customer drivers •Effective customer services Optimize Core Business •Optimize asset utilization •Max return on resource allocation •Continued cost management •Enterprise-wide risk management •Customer/partner satisfaction (5 point scale)...
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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 definite that the organization will fail to realize its goals. Hence, before starting with the strategic implementation process, the organizations needs to be clear about the reason for its existence, where it wants to see itself after a certain number of years and properly decide its business definition. The managers should build a consensus around the organization’s vision and strategy. The strategies, in fact, emanate from the vision and mission of the company which means that a linkage is formed between the strategies of the different business units and the vision of the organization. The lofty statements must be translated into an integrated set of objectives and measures. Thus, by using this tool, the overall strategic objectives for the company gets clarified which helps to achieve consensus across different business units on the overall strategic objectives for the company. HRM Report Div – D (SCIT 2011-2013) Page 7 2. Communicating and Linking ...
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...A Balanced 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 investors and franchisees. The goal of a comprehensive balanced scorecard allows management to monitor measurements such as financial ratios, net profit, revenues, and budget variances. Key indicators or critical success factors provide information across vast categories including; operational statistics, competitive activity, internal factors, employee measures, satisfaction ratings, cost savings, turnovers, guest perspectives and supplier relationships (Nyheim, McFadden & Connolly 2005). A balanced scorecard also provides strategic objectives to those in charge of the implementation and fulfillment of these duties. The scorecard provides a benchmark to measure and compare results against other results previously taken (Nyheim, McFadden & Connolly 2005). Other information represented on a balanced scorecard includes; environmental issues such as energy consumption and recycling programs, external factors including research and development, training and innovation...
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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 DE LA INDUSTRIA PETROLERA…………... 3 4. CARACTERÍSTICAS DE LA EMPRESA………………………… 4 5. CARACTERÍSTICAS DEL LABORATORIO…………………….. 4 6. EL CONCEPTO DE BALANCED SCORECARD………………… 8 7. BENEFICIO DE LA APLICACIÓN DE UN BALANCED 11 SCORECARD………………………………………………………. 8. MAPA DE LA ESTRATEGIA DEL LABORATORIO……………. 11 9. DESARROLLO DE INDICADORES PARA APLICAR A LA PLANTILLA DEL BALANCED SCORECARD………………….…. 19 10. PLANTILLA DEL BALANCED SCORECARD APLICADO AL LABORATORIO……………………………………………………... 32 11. CONCLUSIONES…………………………………………………. 34 12. BIBLIOGRAFÍA……………………………………………………. 35 Marcela Bonazzola Alejandra Bozic Página 2 de 36 UCEMA TESINA BALANCED SCORECARD MBA 2009 2. OBJETIVO DEL TRABAJO El objetivo de este trabajo es elaborar un Balanced Scorecard (de aquí en más BSC) que permita monitorear el logro de los objetivos del Laboratorio de una empresa de la industria petrolera y el alineamiento de esos objetivos con la estrategia...
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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% | 5% | 5% | Customer | Customer oriented growth | Increase total number of customers | Market share | +3% | +5% | +7% | | Increase customer satisfaction | Customer satisfaction for goods | Customer surveys | +5% | +10% | +15% | | Increase obesity and healthy living awareness | The amount of customers signing up for monthly newsletters | Customer enrollments | +25% | +40% | +50% | Operation or Process | Improve productivity | Reduce the time to launch products | Product development cycle time | -3% | -5% | -7% | | Improve Physical Resources | Increase the efficiency of current products that product products | Product development | +3% | +4% | +5% | | Reduce Waste | Decrease the total amount of waste at the production line | Expense | -3% | -5% | -8% | Learning and Growth | Improve leadership by reducing turnover | Retain top management positions | Management turnover rate | -20% | -30% | -50% | | Implement a unique work-friendly culture for employees to continue to...
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...international group of representatives from the FASB and six other national and international accounting standard setting bodies suggests that iease accounting should require alt lease contracts to be capitalized as assets and liabilities (McGregor 1996). This suggestion has also been made by the Association for Investment Management and Research (AMIR) in a December 1993 white paper. A previous Horizons paper by Imhoff et al. (1991) illustrated how to constructively capitalize operating leases. 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 important as the sentiment that operating leases should be capitalized continues to gain favor with users and standard setters. Key Words: Operating...
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...PROGRAM PROFESI AKUNTANSI FAKULTAS EKONOMI UNIVERSITAS TRISAKTI TUGAS AKUNTANSI MANAJEMEN Analisis Balance Scorecard pada Rumah Sakit Mayapada (PT. Sejahtera Raya Anugrah) Tahun 2010-2011 Diajukan Oleh : KELOMPOK 1: FENDRY MAPPARIZA NOVITA ELITA WIRANTI RADOT PANJAITAN RINTO NOVIANTORO SETIADI NURYONO AGUS SAEFUDIN WILLIAM ANDREW IBRAHIM PAKPAHAN UNTUK MEMENUHI SEBAGIAN DARI SYARAT–SYARAT GUNA EVALUASI PEMBELAJARAN 2012 Bab I Pendahuluan 1. Latar Belakang Konsep Balanced Scorecard selanjutnya akan disingkat BSC. BSC adalah pendekatan terhadap strategi manajemen yang dikembangkan oleh Drs.Robert Kaplan (Harvard Business School) and David Norton pada awal tahun 1990. BSC berasal dari dua kata yaitu balanced (berimbang) dan scorecard (kartu skor). Balanced (berimbang) berarti adanya keseimbangan antara performance keuangan dan non-keuangan, performance jangka pendek dan performance jangka panjang, antara performance yang bersifat internal dan performance yang bersifat eksternal. Sedangkan scorecard (kartu skor) yaitu kartu yang digunakan untuk mencatat skor performance seseorang. Kartu skor juga dapat digunakan untuk merencanakan skor yang hendak diwujudkan oleh seseorang di masa depan. Mula-mula BSC digunakan untuk memperbaiki sistem pengukuran kinerja eksekutif. Awal penggunaannya kinerja eksekutif diukur hanya dari segi keuangan. Kemudian berkembang menjadi luas yaitu empat perspektif, yang kemudian digunakan untuk mengukur kinerja organisasi...
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...LES TABLEAUX DE BORD. DES OUTILS POUR DECLINER LA STRATEGIE DE L'ENTREPRISE. (suite 2) LE TABLEAU DE BORD PROSPECTIF (Balanced scorecard) 2°) Face aux faiblesses de certains tableaux de bords actuels, le balanced scorecard (tableau de bord prospectif) 2-1 principales critiques portant sur certains tableaux « traditionnels ». Le manque de réactivité L’obtention rapide des informations composant l’indicateur n’est pas une garantie suffisante, il faut sélectionner des indicateurs qui permettent d'anticiper les situations en ciblant avec précision les actions de progrès d'un service (d'une activité) ou en identifiant les causes de dysfonctionnement. Il faut ensuite diffuser rapidement les résultats afin de générer des actions d'amélioration, au minimum dans un délai qui soit compatible avec les actions à mener. Par exemple : Dans une entreprise qui travaille par affaire, la connaissance des ventes facturées est une information trop tardive. Par contre la connaissance du nombre de devis réalisés chaque semaine et du nombre de devis transformés en commande fermes est une donnée essentielle. Un nombre de devis qui baisse permet d'agir rapidement sur les différents leviers d'actions que constituent l'activité des commerciaux, le niveau des prix des devis,... Le nombre de devis transformés en commande permet une mesure de l'efficacité des commerciaux et aussi une anticipation des taux de chargement des ateliers de production par exemple. Le manque d’exhaustivité ...
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...Step One: Assessment Step One of the scorecard building process starts with an assessment of the organization’s Mission and Vision, challenges (pains), enablers, and values. Step One also includes preparing a change management plan for the organization, and conducting a focused communications workshop to identify key messages, media outlets, timing, and messengers.Step Two: Strategy In Step Two, elements of the organization’s strategy, including Strategic Results, Strategic Themes, and Perspectives, are developed by workshop participants to focus attention on customer needs and the organization’s value proposition.Step Three: Objectives In Step Three, the strategic elements developed in Steps One and Two are decomposed into Strategic Objectives, which are the basic building blocks of strategy and define the organization's strategic intent. Objectives are first initiated and categorized on the Strategic Theme level, categorized by Perspective, linked in cause-effect linkages (Strategy Maps) for each Strategic Theme, and then later merged together to produce one set of Strategic Objectives for the entire organization. | | | Step Four: Strategy Map In Step Four, the cause and effect linkages between the enterprise-wide Strategic Objectives are formalized in an enterprise-wide Strategy Map. The previously constructed theme Strategy Maps are merged into an overall enterprise-wide Strategy Map that shows how the organization creates value for its customers and stakeholders...
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...Page 1 of 6 Nº 3, May 2002 E-mail us In this issue: [1] Welcome: the third issue [2] Top picks in… Balanced Scorecard [3] Database search guide: Lexis-Nexis [4] Some recent acquisitions Welcome: the third issue We decided to devote our third issue to the Balanced Scorecard measurement system due to the information demands we had received about this subject during the last term. Additionally, as a new development, we have introduced a chapter on "how to use databases". In this issue you'll find a search guide for the Lexis -Nexis database. Hope you enjoy it! Top picks in … Balanced Scorecard "The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an enterprise." The Balanced Scorecard Institute. What is the Balanced Scorecard? [on line]. (1998) Web page, URL . [Consulting May 6, 2002] Resources on the Net … The Balanced Scorecard Institute http://www.balancedscorecard.org/ The Balanced Scorecard Institute is an independent, nonprofit source of information about applications of the balanced scorecard approach to management in government and other nonprofit organizations. What...
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...posicionamiento de la compañía en Chile. La empresa ha tenido un crecimiento durante todos los años de funcionamiento, satisfaciendo las necesidades de sus clientes (dermatólogos, pacientes) (Galderma.cl). Para el curso de Human Resource Management I, se hizo una consultoría a la empresa el cual consistía en Elaborar una guía de entrenamiento para sus vendedores, con el propósito de mejorar las habilidades y capacidades de estos, causando así mejoras en la ventas de la empresa y generar un mayor posicionamiento en el mercado Chileno. Para que este entrenamiento cumpla con los objetivos principales de la empresa, posteriormente se sugerirá una guía para la elaboración de un Balance Scorecard ya que la empresa actualmente no cuenta con uno. Balance Scorecard- Galderma Los pasos a seguir para la implementación de un Balance Scorecard son : 1. Realizar la definición estratégica Este paso es fundamental ya que sentará las bases sobre las cuales se soporta la estrategia de la compañía así como su esencia. Durante este proceso se deberán definir la misión, visión, valores y estrategia (iiR España). La empresa de Galderma ya consta con una misión y una estrategia, también se puede identificar que tiene una estrategia de enfoque ya que se concentra en un segmento específico del mercado (dermatólogos) logrando así una especialización en cuanto a...
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