戰(zhàn)略規(guī)劃和績效管理的新方法-采用平衡記分卡

1、New Approaches to Strategic Planning and Performance Management - Adopting the Balanced Scorecard Approach戰(zhàn)略規(guī)劃和績效管理的新方法采用平衡記分卡Situation Review情況審核情況審核Why is Strategic Planning and Performance Management important?為什么戰(zhàn)略規(guī)劃和績效管理很重要？Mission Why we exist 使命我們?yōu)槭裁炊鍿trategic Objectives Our game plan戰(zhàn)略目標我們

2、的發(fā)展計劃GAPGAPInitiatives Some operational planning行動方案部分運作計劃Personal Objectives What I do 個人目標我做什么Why?為什么？What?什么內(nèi)容？Who?由誰來進行When?什么時候？How?如何進行？Adopting a new approach to strategic planning and performance management means change 采用新的戰(zhàn)略規(guī)劃和績效管理方法意味著“變化”Mission Why we exist使命我們?yōu)槭裁炊?Strategic Objective

3、s Our game plan戰(zhàn)略目標我們的發(fā)展計劃Strategic Initiatives What are our priorities戰(zhàn)略行動方案我們的首要工作是什么Personal Objectives What I do 個人目標我做什么Balanced Scorecard - Translate, Focus and Align平衡記分卡轉(zhuǎn)化、專注、一致The Balanced Scorecard closes the gap between strategy and what we do平衡記分卡將戰(zhàn)略與我們所做的事情銜接起來The objectives for the Per

4、formance Management Project 績效管理項目的目標 To enable management to translate the new Mission statement into a strategic framework使管理層能夠?qū)⑿隆笆姑钡年愂觥稗D(zhuǎn)化” 為戰(zhàn)略框架 To develop an integrated approach to performance management 制訂績效管理的綜合方法 To develop a core, in-house performance management development capability 建立核心

5、的內(nèi)部績效管理發(fā)展能力 To raise awareness and interest in performance management across the NGO在整個NGO內(nèi)部，強化績效管理的意識和興趣What is the Performance Management Project seeking to deliver? 績效管理項目旨在產(chǎn)生什么效果？ To clarify our strategic objectives 明確我們的戰(zhàn)略目標 To develop a systematic approach to managing and measuring our perform

6、ance against those objectives按照各項目標，制訂績效管理和測量的系統(tǒng)性方法 To identify the internal systems, skills, and resources required to meet those objectives確定實現(xiàn)目標所需的內(nèi)部體系、技巧和資源What is a Balanced Scorecard?什么是平衡記分卡？Quite simply,很簡單， The Balanced Scorecard (BSC) is a framework that helps organisations implement strat

7、egy. 平衡記分卡（BSC）是幫助組織實施戰(zhàn)略的一種基本框架 It was developed in the 1990s by Robert Kaplan and David Norton. (Harvard University) 它是由Robert Kaplan和David Norton（哈佛大學）于上世紀90年代開發(fā)的。 The framework looks at an organisation from four perspectives. Traditionally these are the financial, the customer, internal and learn

8、ing & growth. 該基本框架著眼于一個組織的四個方面，從傳統(tǒng)上講，它們是財務、客戶、內(nèi)部流程和學習與成長。We have adapted the framework to reflect SCVO needs我們對該基本框架進行了修改，以反映SCVO的需求Funders投資者Learning & Growth學習與成長Internal內(nèi)部過程Customer客戶SCVO Mission statementSCVO使命陳述What must we do to satisfy our funders or resource providers?為了讓我們的投資者或資源提供

9、者滿意，我們必須做什么？To achieve our mission, how must we satisfy our customers?為完成我們的使命，我們必須如何讓我們的客戶感到滿意？What internal processes must we excelat to satisfy our funders and customers?為了讓我們的投資者和客戶感到滿意，我們的內(nèi)部過程必須在哪些方面達到優(yōu)秀？To achieve our vision, how must we learn, communicate and work together ?為了實現(xiàn)我們的遠景，我們必須如何學習

10、、溝通并一起工作？The Balanced Scorecard consists of記分卡的組成部分Objectives目標目標Fast ground turnaround快速地面周轉(zhuǎn)Target指標指標30 Minutes30分鐘90%Cycle time optimization周期優(yōu)化Initiative行動行動方案方案Measurement測量測量On Ground Time地面逗留時間On-Time Departure準時出發(fā) Strategic Theme: Operating Efficiency 戰(zhàn)略戰(zhàn)略主題：運作效率主題：運作效率Profitability獲利能力Finan

11、cial財務財務Learning學習學習 MoreCustomers更多的客戶Ground crew Alignment地勤人員合作Lowest Prices更低的價格Fewer planes較少的飛機Customer客戶客戶Internal內(nèi)部內(nèi)部過程過程Fast ground Turnaround快速的地面周轉(zhuǎn)Strategic Map: Diagram of the cause and effect relationships between strategic objectives戰(zhàn)略圖：戰(zhàn)略圖：各項戰(zhàn)略目各項戰(zhàn)略目標之間因果關(guān)系圖標之間因果關(guān)系圖Flight Is on time正點

12、飛行Why do I do the things I do?我為什么要我為什么要做我所做的事做我所做的事情？情？What behaviour is required of me?對我有哪對我有哪些行為要求？些行為要求？In what direction should I move and how far?我應該朝哪個方我應該朝哪個方向做，并且做到向做，并且做到什么程度？什么程度？What initiatives are in place to help me succeed?有什有什么既定的行動么既定的行動方案幫助我成方案幫助我成功？功？How will the Balanced Scorec

13、ard and the Performance Management Project help SCVO?平衡記分卡和績效管理項目對SCVO起到怎樣的幫助作用？Across the organisation, it can help to 在整個組織內(nèi)，它可以幫助：在整個組織內(nèi)，它可以幫助： agree a common interpretation of the strategy so you are singing from the same hymn sheet對戰(zhàn)略達成共同的理解，從而可“同聲同氣”。 implement and action your vision 實現(xiàn)遠景 comm

14、unicate the priorities for the organisation and generate commitment and enthusiasm to deliver傳達組織的優(yōu)先目標，并激發(fā)承諾和工作熱情 recognise gaps in performance and how to bridge them 識別績效差距以及彌補方法。At an individual level, it can help you to 在個體層次上，它可以幫助你在個體層次上，它可以幫助你 feel part of an integrated organisation感覺到作為整個組織的一

15、部分 align your role and contribution with the organisations objectives 按照組織的目標，定位你的角色和貢獻 see the link between the strategy and your personal objectives看出戰(zhàn)略與你個人目標之間的聯(lián)系 identify individual learning and development plans確定個人學習和發(fā)展計劃How can the Balanced Scorecard help You?平衡記分卡如何對你起到幫助作用？What does the NGO

16、 need to do?NGO需要做什么？ Agree the mission often seeking a mandate from its membership 達成使命通常從成員處尋求授權(quán) Agree what it seeks its customers and stakeholders to perceive 確認其所尋求的客戶和利益相關(guān)者的觀點 Agree the strategic goals which will satisfy the mission確認能夠滿足使命要求的戰(zhàn)略目標 Agree the current business activities which underpin the goals確認當前商務活動，鞏固達成目標 Assess the skills and knowledge it requires 評估其要求的技巧和知識 Creating a Map創(chuàng)建一張圖 Draft a map whi