运用平衡计分卡功执行企业战略修改3.pptVIP

通常成本、质量和时间界定了任何流程的业绩 两种指标 驱动指标和结果指标举例 指标可采用多种形式 不同形式的衡量指标范例 设置和确定目标值 设定期望水平，以驱动行为 成为部门个人与企业战略目标之间的纽带 用指标档案保证指标的一致性（示范） 为什么需要设定行动方案 “行动方案”的明晰、优先和整合(1) “行动方案”的明晰、优先和整合(2) 做最专业、最系统化的企业全员培训平台 * Criteria for Selecting Strategic Measures The following are some criteria for selecting measures: Strategic communication. Does the selected measure adequately focus on the strategic issue or does it dilute attention, distort performance and/or sub-optimise behaviour? Repeatable and reliable. Are the measures quantifiable, reliable, and repeatable over time in your industry or market? Frequency of update. Is frequency of update meaningful on a monthly or quarterly basis? How will annual cycles be handled? Usefulness for target setting. Can meaningful targets for improvement be established? A good rule of thumb is to identify 50% of your BSC measures from existing management systems. In other words, for approximately half of your measures, you will be clarifying and realigning existing measures. This is particularly true for outcome or lag measures. Module 5: Identify Measures Two Types of Strategic Measures – Lag and Lead The BSC development process uses two main types of measures: Lag measures Lead measures Lag measures focus on the performance results at the end of a time period or activity. Lead measures focus on how you want the objective to be achieved by looking at intermediate processes, activities, or behaviours. Good scorecards contain a mix of both lag and lead measures. Module 5: Identify Measures Measurement Profile Template The measure profile template illustrated above is a tool to capture information necessary in the development of measures. The template is located in your BSC Quick Reference?. You can use any format you want to capture information necessary for developing measures. However, it is important to capture the content in all the fields identified in th