微軟技術(shù)顧問(wèn)服務(wù)部

MeasuringSuccessBringingtheBalancedScorecardtoLife微軟技術(shù)顧問(wèn)服務(wù)部LauraHuang黃淑翠微軟平衡計(jì)分卡架構(gòu)Agenda平衡計(jì)分卡BalancedScorecard

(BSC)建構(gòu)績(jī)效管理制度與平衡計(jì)分卡執(zhí)行的障礙與困難點(diǎn)微軟平衡計(jì)分卡架構(gòu)Demo-MicrosoftBSCToolkitCaseStudyQ&A“Ifyoucan’tmeasureit,

youcan’tmanageit.〞假設(shè)您無(wú)法衡量企業(yè)經(jīng)營(yíng)績(jī)效您便無(wú)法有效管理企業(yè)RobertKaplanandDavidNortonAuthorsof“TheBalancedScorecard〞平衡計(jì)分卡的背景與發(fā)展歷程平衡計(jì)分卡的發(fā)展史ArticlesinHarvardBusinessReview:“TheBalancedScorecard–MeasuresthatDrivePerformance”,Jan-Feb1992“PuttingtheBalancedScorecardtoWork”,Sept-Oct1993衡量的方法1992“UsingtheBalancedScorecardas

aStrategicManagementSystem”,Jan-Feb1996整合與溝通19962000“HavingTroubleWithYourStrategy?

ThenMapIt”,Sept-Oct2000企業(yè)策略管理RecognizedbytheHarvardBusinessReviewasoneofthe“mostimportantmanagementpractices

ofthepast75years.“什麼是平衡計(jì)分卡BSC?發(fā)展BSC是一連串由企業(yè)願(yuàn)景(Vision)展開(kāi)至四個(gè)構(gòu)面之主要績(jī)效衡量指標(biāo)之過(guò)程四個(gè)構(gòu)面(Perspectives)

財(cái)務(wù)、顧客、內(nèi)部流程、學(xué)習(xí)成長(zhǎng)策略主題(StrategicTheme)：長(zhǎng)期而言，應(yīng)完成的事項(xiàng)，貫穿四個(gè)構(gòu)面策略目標(biāo)(StrategicObjectives)：為達(dá)成組織之策略主題所定的短期目標(biāo)關(guān)鍵流程(CriticalProcess)：支持達(dá)成策略目標(biāo)的的作業(yè)活動(dòng)主要績(jī)效指標(biāo)(KeyPerformanceIndicator,KPI)：策略目標(biāo)進(jìn)程或關(guān)鍵流程的衡量基礎(chǔ)，且必須是可數(shù)量化的BSC的四個(gè)構(gòu)面VisionandStrategyObjectivesMeasuresTargetsInitiatives財(cái)務(wù)“Tosucceedfinancially,howshouldweappeartoourshare-holders?〞ObjectivesMeasuresTargetsInitiatives學(xué)習(xí)與成長(zhǎng)“Toachieveourvision,howwillwesustainourabilitytochangeandimprove?〞ObjectivesMeasuresTargetsInitiatives顧客“Toachieveourvision,howshouldweappeartoourcustomers?〞ObjectivesMeasuresTargetsInitiatives內(nèi)部流程“Tosatisfyourshareholdersandcustomers,whatbusinessprocessesmustweexcelat?〞Source:TheBalancedScorecardCollaborative股東與顧客的外界衡量有關(guān)重大企業(yè)流程,創(chuàng)新能力,學(xué)習(xí)及成長(zhǎng)的內(nèi)部衡量衡量過(guò)去努力成果驅(qū)動(dòng)未來(lái)績(jī)效策略地圖&因果關(guān)係Cause&EffectTheme:Smart,ProfitableExpansion50%RevenuefromNewStoresbyYear3IncreaseSalesEfficiencyDevelopmentProjectManagementGreatNewLocationsCorporateDigitalNervousSystemBusinessIntelligenceUseFact-basedsiteselection%revenuefromstores

openedinlast3yearsRevenuefrom

newstoresAvg.#ofdaysto

breakevenRevenueperFTEAvgdailycustomersat

newstoresinfirst6months#repeatcustomersAvgpurchaseamountLagbetweenmarketselection

andsiteacquisitionProjectduration:

siteacquisitionto

openingday%ofstoresopened

onschedule#EligibleemployeestrainedFinancialPerspectiveCustomerPerspectiveOperationalPerspectiveEmployees&Technology

PerspectiveSBUScorecardsGroupBalancedScorecardMetricsWarehouse各事業(yè)體Strategy&BSC的連結(jié)SBU2SBU3SBU1CompetitiveDataPersonnelRecordsSurvey&OtherAdHocDataCustomerServiceReportsIntranetLinksSalesDataMarketData推行平衡計(jì)分卡所帶來(lái)之效益有效將策略聚焦釐清達(dá)成經(jīng)營(yíng)目標(biāo)之方法經(jīng)由上而下之溝通，將策略轉(zhuǎn)化為行動(dòng)釐清執(zhí)行策略所需之關(guān)鍵資訊釐清部門(mén)間定位、工作職掌及連結(jié)關(guān)係將策略轉(zhuǎn)化成各部門(mén)之工作語(yǔ)言建立公司策略管理制度BSCManagementProcess

建構(gòu)績(jī)效管理制度與平衡計(jì)分卡規(guī)劃並建構(gòu)系統(tǒng)環(huán)境經(jīng)營(yíng)環(huán)境設(shè)計(jì)平衡計(jì)分卡釐清策略願(yuàn)景與使命營(yíng)運(yùn)方針目標(biāo)業(yè)務(wù)策略經(jīng)營(yíng)模式財(cái)務(wù)構(gòu)面策略目標(biāo)各構(gòu)面KPIKPI所需資料來(lái)源策略地圖&因果關(guān)係圖客戶(hù)構(gòu)面策略目標(biāo)流程構(gòu)面策略目標(biāo)學(xué)習(xí)構(gòu)面策略目標(biāo)指定資料提供者現(xiàn)有系統(tǒng)支援程度資料更新時(shí)間規(guī)劃系統(tǒng)運(yùn)作功能發(fā)展平衡計(jì)分卡之步驟開(kāi)發(fā)系統(tǒng)運(yùn)作環(huán)境Step1.公司或集團(tuán)

BSCoverallstrategiesStep2.

SBUBSCconsistentwiththecorporatestrategiesStep4.Dept,team,individualsBSC公司或集團(tuán)SBUCSBUBSBUADept,Team,IndividualsSupportFunctionsStep3.SupportUnitBSCsupporttheinternalcustomers事業(yè)體Strategy&BSC的連結(jié)建構(gòu)平衡計(jì)分卡與績(jī)效管理制度KPIs資料收集與衡量績(jī)效管理BSC管理系統(tǒng)KPI,策略,目標(biāo)設(shè)定

企業(yè)規(guī)劃流程計(jì)分卡擁有者計(jì)分卡擁有者之支援幕僚其他人員績(jī)效管理教育訓(xùn)練與獎(jiǎng)酬結(jié)合文化改變與結(jié)果溝通目標(biāo)值BSC預(yù)算規(guī)劃與模擬預(yù)測(cè)定期討論與回饋好的KPI衡量基礎(chǔ)執(zhí)行的障礙與困難點(diǎn)有效執(zhí)行策略的四項(xiàng)障礙TheVision

BarrierOnly5%oftheworkforceunderstandsthestrategyThePeopleBarrierOnly25%ofmanagershaveincentiveslinkedtostrategyTheManagementBarrier85%ofexecutiveteamsspendlessthanonehourpermonthdiscussingstrategyTheResourceBarrier60%oforganizationsDon’tlinkbudgetstostrategy9of10companiesfailtoexecutestrategySource:Fortune成功關(guān)鍵因素企業(yè)領(lǐng)導(dǎo)者的帶動(dòng)動(dòng)員企業(yè)作改變-Mobilization

-StrategicManagement擬定策略是持續(xù)性的過(guò)程-Learningorganization

-AnalyticsandIS

-Linkbudgets&strategy擬定策略成為每個(gè)人的職責(zé)-Strategicawareness

-Personalscorecard& compensation將企業(yè)組織與策略緊密聯(lián)繫-Corporaterole

-Businessunitsynergies

-Supportunitsynergies將策略轉(zhuǎn)換成作業(yè)條例-Strategymaps

-BalancedScorecard

-IntegrateoperationaltoolsBSC自動(dòng)化方法專(zhuān)屬性商業(yè)智慧BI產(chǎn)品ERP-Centric應(yīng)用程式BSC-Specific應(yīng)用程式BSC架構(gòu)所應(yīng)須具備的條件提供發(fā)展BSC的指導(dǎo)原則&strategy-focusedmetrics彈性的展現(xiàn)方式(策略與矩陣管理)多樣化的資料存取方式(Multiple

DataSource)整合分析的能力,例如OLAPReports可執(zhí)行與可運(yùn)作的工具(Actionabletools)整合教育訓(xùn)練與溝通KM:知識(shí)管理,BSC相關(guān)文件的管理與其他系統(tǒng)的整合(例如ERP,BI,ISO9000,

SixSigma)系統(tǒng)擴(kuò)充之容易度Microsoft?BSCframework微軟平衡計(jì)分卡架構(gòu)個(gè)人化的入口網(wǎng)站最佳實(shí)例策略與矩陣管理知識(shí)管理e-Learing可執(zhí)行與可運(yùn)作的工具商業(yè)智慧微軟平衡計(jì)分卡架構(gòu)個(gè)人化的入口網(wǎng)站Scoreboard平衡計(jì)分卡摘要可執(zhí)行與可運(yùn)作的工具Demo-

MicrosoftBSCToolkitUnderlyingConcepts一系列技術(shù),工具與最正確實(shí)例的組成讓企業(yè)使用熟悉的工具來(lái)加速BSC的建置BSC不是softwarepackage,而是可延伸的發(fā)展平臺(tái)整合現(xiàn)有系統(tǒng)與BI系統(tǒng)彈性,開(kāi)放,具發(fā)展空間的架構(gòu)時(shí)效性,低本錢(qián),可延展,易管理BSCFrameworkTechnologyEducationonBestPractices適合不同Users不同的ViewBusinessusersLighttechnicalpeopleBIdevelopersWebdevelopers系統(tǒng)需求Windows2000ServerSQLServer2000SharePointPortalServerOfficeXPCaseStudyMicrosoftScorecardPortalKnowledgeBaseHTMLFoundationCollaborativeInterfaceDiscussionsDrillDownDetailStrategicInitiativeKeyMetricsCaseStudy:Businesschallenges沒(méi)有辦法衡量Business的Opportunity&預(yù)估年收入內(nèi)部網(wǎng)站的低使用率,知識(shí)沒(méi)有辦法傳承OrganizationRealEstateInvestmentTrust(REIT)員工人數(shù):1600每年收入:$1.3billionResults:SolutionMicrosoftDigitalDashboardResourceKit2.2SQLServer2000DataTransformationServicesandAnalysisServicesIntegratedpartsofexistingintranetintotheDigitalDashboardRapid,widespreadadoptionbynon-technicalusersOver$2,000,000inincrementalrevenueinthefirsttwomonthsRevenues每年收入upbyover$15millionRapidadoptionwithouttrainingWhoIsImplementingBSC?GartnerGrouppredictsthatmorethan40%oftheGlobal2000willbeutilizingtheBSCby2003IfyourorganizationisnottalkingabouttheBSC,itprobablywillbesoon!您的下一步BI&BSC已不再是貴族化的產(chǎn)品你的老闆,CEO,CFO,CIO在想什麼……..使用者的滿(mǎn)意度:IT要走在