Taras Kytsmey “Balanced scorecard approach to company strategy”
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The document discusses using a Balanced Scorecard (BSC) strategy to evaluate a company's performance. The BSC looks at performance from four perspectives: financial, customer, internal processes, and learning and growth. Key performance indicators are identified for each perspective. The BSC is a tool to help ensure the company's strategies and activities are aligned and focused on achieving the overall goals.
Taras Kytsmey “Balanced scorecard approach to company strategy”
- 1. СТРАТЕГІЇ КОМПАНІЇ ЧЕРЕЗ ПРИЗМУ BSC (КАРТ ЗБАЛАНСОВАНИХ ПОКАЗНИКІВ) БЕР-30-2013
- 2. Strategy Scorecard Card Revenue Growth Productivity • Expand Revenue opportunities 1. Revenue Growth % • 1. Improve Cost Structure GM % Financial • Increase Customer Profitability 2. EBIT Perspective • Increase Asset Utilization Operational Excellence Complete Customer Solutions/ Customer Intimacy Innovative Offerings/ Product Leadership • 1. Offer Products and Servicesrisk) are High SLA broken (# clients, $ in that • 1. CSAT culture of driving client success Develop • 1. Value Add / Consulting services ($, %) Produce high performance products/ • Quality, Timely, Low time and Availability Staffing in Cost, • 2. To be strategic partner: Establish long-term relationships 2. New product/services accuracy, quality) services (speed, size, ($,%) Customer • Delay in delivery terms • • C-level solutions Be proficient in Customer Knowledge/ • Produce 'first to market' products/services • Tech issues (quality in code, • 1-2 ranked provider Customer Profile Data • Penetrate new product/ service segments Perspective architecture,..) • Provide the Best total Solution Operations Management Customer Management Innovations Management Regulatory and Social • Supply chain – operational 1. PM metrics management • 1. Selectclients (#, % 1st year New customers • Identify opportunitiesversions 1. New services/IP or for new • Environmental performance 1. Ranked on the Human • Operations Efficiency: Cost excellence • revenue) Acquire customers products andROI) (#, planned services • Safety and health performance Market (#) Internal 2. Reduction, Quality, Cycle ($ Workforce management • 2. Retain customers $ lost) Lost customers (#, • Manage the research and • Follow excellent employment reserve, Lost revenue $) Time Improvements • Deepen and grow customer development portfolio practices Perspective • Capacity Management relationships • Design and develop the new • Community Investment • Manage risks (financial, products and services Operating, technological) • Bring the new products and services to market Human Capital/ Strategic Competencies Organization Capital/ Climate for Action Information Capital/ Infrastructure & Applications • 1. Strategic job families(%) Employee turnover identification • 1. Performance management implemented Strengthen Corporate Culture • 1. Describe current automated by IT tools (#) New processes information capital • 2. Competency profile definition (#, planned New developed competencies • on Senior Management level (BSC with Build Organizational Leadership portfolio Learning & • $) Strategic readiness assessment • quarterly reviews) Align Organization with Preferred Strategy • Measure information capital readiness Growth • Human capital development program • Encourage Greater Teamwork and • Align information capital to the strategy Perspective Knowledge Sharing Source: Strategy Maps by R. Kaplan and D. Norton
- 3. Дякую!