Balanced Scorecard and Strategy Map Merupakan alat utama dalam implementasi strategi. Antara balanced scorecard (BSC) & strategy map memiliki keterkaitan, dimana strategy map menghubungkan perspektif yang ada dalam BSC dalam kerangka sebab akibat yang menunjukkan bagaimana perusahaan dapat memperoleh kesuksesan dengan mencapai target spesifik pada perspektif pembelajaran dan pertumbuhan, yang pada akhirnya mengarahkan pada perbaikan proses internal, meningkatkan kepuasan konsumen, dan pada akhirnya
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Introduction 2. BSC in Kazakhstan a. Sat&Company JSC b. Eurasian Bank c. Alfa-bank SB JSC d. TetraPack 3. Conclusion 4. References The organizations mentioned by the creators of Balanced Scorecard are from the future - only because they have a system that allows to create actual numerical results from the strategic initiatives and to turn a strategy into action Philip H. Knight, CEO and founder of Nike Introduction Balanced Scorecard (BSC) is one of the current
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Strategy and Balanced Scorecard Steve Wu 23.10.2014 1 Objectives for today 1. The Balanced Scorecard What is strategy? Elements of a Balanced Scorecard Implementation issues 2. Strategic Analysis of Operating Income 2 What is Strategy? Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives. A thorough understanding of the industry is critical to implementing a successful strategy. Strategy
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through financial reporting are lack of ability to meet actual performance in operated processes. The balanced scorecard is an approach to performance measurement that combines traditional financial measures with non-financial measures to provide managers with richer and more relevant information about the activities they are managing. After the first introduce in the early 1990s, balanced scorecard has been widely used by many companies, it has provided benefits and convinces to companies. However
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The Balanced Scorecard What is it? Definition: * The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action. * Scorecard allows for actionable terms derived from company strategy. * Makes it easier for management to carry out strategy. * “A system that balances the historical accuracy of financial numbers with the drivers of future performance, while also assisting organization in implementing
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Chapter 7 (BSZ Chapter 15) o For reference: Lipe, M and Salterio, S. (2000). The balanced scorecard: Judgemental effects of common and unique performance measures The Accounting Review, 75 (3), 283-389. (on CMD) Overview: Lectures 6 & 7 explore the use of Kaplan and Norton’s Balanced Scorecard (BSC) as a strategic performance measurement and evaluation method. Lecture 6 introduces the BSC by providing the performance measurement context, defining financial and non-financial and
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Balanced scorecard From Wikipedia, the free encyclopedia Jump to: navigation, search The balanced scorecard (BSC) is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1] It is perhaps the best known of several such frameworks (it was the most widely adopted
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mainly on? 2. Rate the Balanced Scorecard (BSC) Norwalk (Exhibit 2). To what extent does that with the analysis of assignment 1? What changes / additions are needed to the Balanced Scorecard makes sense to deploy management control within the division Norwalk? Ensure good argumentation, in which attention is paid to the balance between short and long term and to the balance between the different performance perspectives. 3. Norwalk developed by the Balanced Scorecard is designed primarily as
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Guide to a Balanced Scorecard: Performance Management Methodology Guide to a Balanced Scorecard Performance Management Methodology Richard H. Hopf Deputy Assistant Secretary for Procurement and Assistance Management Department of Energy David J. Litman Director, Office of Acquisition and Grants Management Department of Transportation Lloyd W. Pratsch Procurement Executive Department of State Ida M. Ustad Deputy Associate Administrator for Acquisition Policy General Services Administration
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Controlling: Vorteile der Zentralisation - Einheitliche Willensbildung im Management - Nutzung von Synergieeffekten - Koordination wird gut durch Top Down Ansatz unterstützt - Einheitliche Bereitstellung von Funktionen wie Planung und Controlling - Verringerung horizontaler Kommunikation - Spezialisierungsvorteile Nachteile der Zentralisation - Tendenz zu Verselbständigung von Stabstellen - Erfolgsmessung kaum möglich, daher Tendenz zur Ineffizienz - Unflexibel - Lange Entscheidungswege
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