By Paul R. Niven
The Balanced Scorecard is the major technique for enforcing functionality administration platforms and bettering potency. Focusing without delay at the public and not-for-profit sectors, this publication is helping those enterprises triumph over the original demanding situations they face while enforcing a Balanced Scorecard. publications executive and nonprofit businesses during the implementation of a functionality administration process utilizing the Balanced Scorecard. Authors convey a wealth of implementation wisdom and event to this publication, resulting in hands-on, sensible counsel and tips on how to that ascertain luck. Identifies and tackles head-on the intense stumbling blocks designated to the area of presidency and nonprofits in imposing the balanced scorecard method. contains motion plans to stroll the reader via particular implementation demanding situations.
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Eccles, Robert H. Herz, E. H. , 2001), p. 123. 5. Mark Frigo, “Strategy-Focused Performance Measures,” Strategic Finance, September, 2002. 6. W. Dye, “Who’s Minding the Store,” CMA Management Journal, June 2002. 7. “Eye on Europe,” Business Ethics, May/June/July, 2002. 8. Jay W. Lorsch, “Smelling Smoke: Why Boards of Directors Need the Balanced Scorecard,” Balanced Scorecard Report, September–October, 2002, p. 9. 9. Institute of Management and Administration Controllers’ Report, “20 Best Practice Insights: How Controllers Promote Faster, Better Decisions,” Institute of Management and Administration, 2001.
In Chapters Eight and Nine, we will take a closer look at the Customer perspective and identify the specific steps your organization should take to develop customer measures. Included in the discussion will be ideas you can use to apply the “value proposition” concept to your organization. Internal Process Perspective In the Internal Process perspective of the Scorecard, we identify the key processes at which the organization must excel in order to continue adding value for customers. Each of the customer disciplines outlined previously will entail the efficient operation of specific internal processes in order to serve your customers and fulfill your value proposition.
In fact, 80 percent of respondents in one recent study reported making changes in their Performance Management system during the last three years. ”15 The Balanced Scorecard has emerged as a proven tool in the battle to provide meaningful performance information. Organizations around the globe are taking notice and turning to the Balanced Scorecard. 16 Of course, the Scorecard isn’t just for large corporations. Small and medium-sized enterprises have embraced the concept as well. All cite the Scorecard’s elegant simplicity, focus on strategy, and ability to drive alignment as key benefits of the framework.
Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies by Paul R. Niven