【文章內(nèi)容簡介】 的方法和衡量標(biāo)準(zhǔn)的方法和衡量標(biāo)準(zhǔn)。這一體系能夠驅(qū)。這一體系能夠驅(qū)動操作層和組織層動操作層和組織層的行為都致力于實的行為都致力于實現(xiàn)公司的整體績效現(xiàn)公司的整體績效目標(biāo)。平衡分?jǐn)?shù)卡目標(biāo)。平衡分?jǐn)?shù)卡就是戰(zhàn)略性績效管就是戰(zhàn)略性績效管理體系的有效工具理體系的有效工具之一。之一。戰(zhàn)略層的績效貢獻戰(zhàn)略層的績效貢獻戰(zhàn)略評估平衡分?jǐn)?shù)卡戰(zhàn)略反饋組織層的績效貢獻組織層的績效貢獻員工發(fā)展個人績效評估個人目標(biāo)設(shè)定薪酬體系運營層的績效貢獻運營層的績效貢獻計劃與預(yù)算基于網(wǎng)絡(luò)的績效報告目標(biāo)與行動計劃戰(zhàn)略性的績效管理體系167。 戰(zhàn)略層面戰(zhàn)略層面 :216。 前瞻性前瞻性 關(guān)注驅(qū)動價值的主要指標(biāo)以保障戰(zhàn)略目標(biāo)具有前瞻性關(guān)注驅(qū)動價值的主要指標(biāo)以保障戰(zhàn)略目標(biāo)具有前瞻性216。 基于價值的模型基于價值的模型 注重在能力和基礎(chǔ)設(shè)施方面的投資，以實現(xiàn)未來的財務(wù)收益注重在能力和基礎(chǔ)設(shè)施方面的投資，以實現(xiàn)未來的財務(wù)收益216。 集中集中 要求管理者集中資源完成指標(biāo)，以推動戰(zhàn)略實現(xiàn)要求管理者集中資源完成指標(biāo)，以推動戰(zhàn)略實現(xiàn)167。 運營層面運營層面 :216。 將業(yè)務(wù)單元目標(biāo)與戰(zhàn)略目標(biāo)緊密相連將業(yè)務(wù)單元目標(biāo)與戰(zhàn)略目標(biāo)緊密相連216。 把戰(zhàn)略分解為業(yè)務(wù)單位的行動把戰(zhàn)略分解為業(yè)務(wù)單位的行動216。 根據(jù)戰(zhàn)略上的輕重緩急安排相應(yīng)的預(yù)算根據(jù)戰(zhàn)略上的輕重緩急安排相應(yīng)的預(yù)算167。 組織層面組織層面 :216。 溝通溝通 在組織內(nèi)通過有效溝通，明確各級經(jīng)理職責(zé)和目標(biāo)在組織內(nèi)通過有效溝通，明確各級經(jīng)理職責(zé)和目標(biāo)216。 把業(yè)務(wù)單位、個人目標(biāo)與戰(zhàn)略聯(lián)系起來把業(yè)務(wù)單位、個人目標(biāo)與戰(zhàn)略聯(lián)系起來216。 提供學(xué)習(xí)和改進戰(zhàn)略的反饋機制提供學(xué)習(xí)和改進戰(zhàn)略的反饋機制戰(zhàn)略性的績效管理體系的績效貢獻畢 博 平衡計分卡的模型是從愿景、策略分析得出關(guān)鍵成功因素，然后在此基礎(chǔ)上找到關(guān)鍵績效指針來指導(dǎo)公司運作的一套體系。愿景戰(zhàn)略關(guān)鍵成功因素平衡計分卡財務(wù)績效 客戶滿意 內(nèi)部管理 員工與學(xué)習(xí) 2 4 6 8 10 12 14 16 18 20Step 1 Current Assessment of KNSGather Review KNS MaterialPerform Benchmark AnalysisDevelop BBS PrototypePresent Assessment Document Prototype Deliver Final Assessment DocumentStep 2 Corporate Scorecard DevelopmentPrepare for Workshop Workshop with Senior Management Revise Software Prototype Deliver Finalized Software ModelStep 3 Cascade Scorecard to Business UnitsCommunicate Scorecard to Business Units Prepare Workshop for Business Units Workshop with Business Unit Managers Finalize Business Unit KPIs Present Software Prototypes Deliver Finalized Software ModelsStep 4 Data Requirements for Scorecards= Steering Committee MeetingsWeeks2 4 6 8 10 12 14 16 18 20Step 1 Current Assessment of KNSGather Review KNS MaterialPerform Benchmark AnalysisDevelop BBS PrototypePresent Assessment Document Prototype Deliver Final Assessment DocumentStep 2 Corporate Scorecard DevelopmentPrepare for Workshop Workshop with Senior Management Revise Software Prototype Deliver Finalized Software ModelStep 3 Cascade Scorecard to Business UnitsCommunicate Scorecard to Business Units Prepare Workshop for Business Units Workshop with Business Unit Managers Finalize Business Unit KPIs Present Software Prototypes Deliver Finalized Software ModelsStep 4 Data Requirements for Scorecards= Steering Committee MeetingsWeeks2 4 6 8 10 12 14 16 18 20Step 1 Current Assessment of KNSGather Review KNS MaterialPerform Benchmark AnalysisDevelop BBS PrototypePresent Assessment Document Prototype Deliver Final Assessment DocumentStep 2 Corporate Scorecard DevelopmentPrepare for Workshop Workshop with Senior Management Revise Software Prototype Deliver Finalized Software ModelStep 3 Cascade Scorecard to Business UnitsCommunicate Scorecard to Business Units Prepare Workshop for Business Units Workshop with Business Unit Managers Finalize Business Unit KPIs Present Software Prototypes Deliver Finalized Software ModelsStep 4 Data Requirements for Scorecards= Steering Committee MeetingsWeeks2 4 6 8 10 12 14 16 18 20Step 1 Current Assessment of KNSGather Review KNS MaterialPerform Benchmark AnalysisDevelop BBS PrototypePresent Assessment Document Prototype Deliver Final Assessment DocumentStep 2 Corporate Scorecard DevelopmentPrepare for Workshop Workshop with Senior Management Revise Software Prototype Deliver Finalized Software ModelStep 3 Cascade Scorecard to Business UnitsCommunicate Scorecard to Business Units Prepare Workshop for Business Units Workshop with Business Unit Managers Finalize Business Unit KPIs Present Software Prototypes Deliver Finalized Software ModelsStep 4 Data Requirements for Scorecards= Steering Committee MeetingsWeeks2 4 6 8 10 12 14 16 18 20Step 1 Current Assessment of KNSGather Review KNS MaterialPerform Benchmark AnalysisDevelop BBS PrototypePresent Assessment Document Prototype Deliver Final Assessment DocumentStep 2 Corporate Scorecard DevelopmentPrepare for Workshop Workshop with Senior Management Revise Software Prototype Deliver Finalized Software ModelStep 3 Cascade Scorecard to Business UnitsCommunicate Scorecard to Business Units Prepare Workshop for Business Units Workshop with Business Unit Managers Finalize Business Unit KPIs Present Software Prototypes Deliver Finalized Software ModelsStep 4 Data Requirements for Scorecards= Steering Committee MeetingsWeeks戰(zhàn)略行動愿景愿景 (Vision)－－ 企業(yè)未來發(fā)展的方向？企業(yè)未來發(fā)展的方向？平衡計分卡的價值驅(qū)動模型平衡計分卡的價值驅(qū)動模型畢博平衡分?jǐn)?shù)卡價值驅(qū)動模型 戰(zhàn)略戰(zhàn)略 (Strategy)－－ 企業(yè)需要怎樣企業(yè)需要怎樣的戰(zhàn)略來達成這樣的愿景？的戰(zhàn)略來達成這樣的愿景？ 關(guān)鍵成功因素關(guān)鍵成功因素 (Critical Success Factors)－－ 企業(yè)需要企業(yè)需要做好哪些工作，具備哪些做好哪些工作，具備哪些因素來達成這樣的戰(zhàn)略？因素來達成這樣的戰(zhàn)略？ 平衡計分卡平衡計分卡 (BSC)－－ 企業(yè)怎企業(yè)怎樣來衡量部門與員工完成樣來衡量部門與員工完成這些工作和達成這些因素這些工作和達成這些因素的狀況？的狀況？ 團隊建設(shè)團隊建設(shè) 高素質(zhì)高素質(zhì)的隊伍