平衡计分卡BSC咨询-博意门-孙永玲.ppt

* Contributory Cascading Approach (Continued) The strength of the Contributory Approach is the independence and interpretation it allows individual units within the enterprise. It accommodates a more decentralized organisational approach, and works well when the “how” is best determined at a lower level in the organisation. The trade-off to this approach is loss of control at the corporate level. It can also be harder to ensure that the sum of the various business and support unit strategies actually will produce the corporate strategy. Module 2: Aligning the Organisation * Support Unit Scorecards (Continued) Support unit Balanced Scorecards must strike a balance between reflecting the overall organization’s strategy and capturing the unit’s own operations and success metrics. Module 2: Aligning the Organization * * * * * * * * * * Does anyone have a personal example of how they’ve demonstrated one of the above behaviors since our Feb. meeting? Are you satisfied with the progress you have made since February? Has anything been getting in your way of making more improvements in these areas? Do you have a plan to overcomes your barriers to making further improvements? * * * BSC Review Meeting (Continued) Another consideration in the BSC review meeting is that with the rigors of the process, as well as the rest of management’s responsibilities, you must make the best use of their time. You must help them focus their decision-making around strategic issues as opposed to tactical issues, implications, and reviewing past performance. Non-strategic issues should be moved as much as possible outside the BSC review meetings. The illustration below reflects this shift. The leader of the unit is critical in making this shift a reality. There are times when executive coaching may be required before this shift can take place. Module 8: Getting to First Report * * * * * * * * * * * * 17 * Cr