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on 21-Apr-10 23:02.
1. It improves the bottom line by reducing process cost and improving productivity and mission effectiveness.
2. A performance measurement system such as the Balanced Scorecard allows an agency to align its strategic activities to the strategic plan. It permits -- often for the first time -- real deployment and implementation of the strategy on a continuous basis. With it, an agency can get feedback needed to guide the planning efforts. Without it, an agency is 'flying blind'.
3. Measurement of process efficiency provides a rational basis for selecting what business process improvements to make first.
4. It allows managers to identify best practices in an organization and expand their usage elsewhere.
5. The visibility provided by a measurement system supports better and faster budget decisions and control of processes in the organization. This means it can reduce risk.
on 21-Apr-10 23:01.
The Balanced Scorecard introduced customer metrics into performance management systems. Scorecards feature all manner of wonderful objectives relating to the customer value proposition and customer outcome metrics-for example, market share, account share, acquisition, satisfaction, and retention.
Yet amid all these measures of customer success, some companies lose sight of the ultimate objective: to make a profit from selling products and services. In their zeal to delight customers, these companies actually lose money with them. They become customer-obsessed rather than customer-focused. When the customer says "jump," they ask "how high?" They offer additional product features and services to their customers, but fail to receive prices that cover the costs for these additional features and services. How can companies avoid this situation? By adding a metric that summarizes customer profitability.
Consider the situation faced in the 1990s by one of the nation's largest distributors of medical and surgical supplies. In five years, sales had more than tripled to nearly $3 billion, yet selling, general, and administrative (SG&A) expenses, thought by many to be a fixed cost, had increased even faster than sales. Despite the tripling in sales, margins had declined by one percentage point and the company had just incurred its first loss in decades. Rather than SG&A costs being fixed or even variable, these costs had become "super-variable."
on 21-Apr-10 22:51.
"Innovations in Performance Management"
January 30, 2009, San Diego, Global Strategic Management Institute (GSMI), in partnership with over twenty different corporations, is proud to announce that it will be hosting its premier performance management event for those looking to improve individual and organizational performance, the Global Performance Forum IV "Innovations in Performance Management", in Orlando, FL on April 27-30, 2009.
on 21-Apr-10 22:50.
January 30, 2008, San Diego, Global Strategic Management Institute (GSMI), in partnership with Ascendant Strategy Management Group, is proud to announce that it will be hosting its premier performance management event for government agencies and non-profit organizations, the Mission-Critical Performance Management Summit, in Washington, DC on March 4-6, 2009.
The most widely used and accepted management system in the exploding nonprofit and government performance management sector today is the Balanced Scorecard, a time-tested framework that helps organizations align their operations to strategy for exceptional (top 10%) results.
This event will feature keynote sessions presented by Balanced Scorecard co-creators and management thought leaders Dr. Robert Kaplan and Dr. David Norton. As an event specifically designed for government agencies and not-for-profit organizations, the Mission-Critical Performance Management Summit will feature case studies and thought-provoking sessions that will give you the insight to:
on 21-Apr-10 22:46.
The Balanced Scorecard is today's most widely used performance management system. This case study will showcase the principals in action.
Understand the key principles and the evolution of the Balanced Scorecard
Analyze the 4 Balanced Scorecard perspectives:
3. Learning and Growth
Develope tools to implement a successful Balanced Scorecard within your organization
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