【文章內(nèi)容簡介】 戰(zhàn)略分解為可操作的方法和衡量標(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(dòng)操作層和組織層動(dòng)操作層和組織層的行為都致力于實(shí)的行為都致力于實(shí)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(xiàn)戰(zhàn)略層的績效貢獻(xiàn)戰(zhàn)略評估平衡分?jǐn)?shù)卡戰(zhàn)略反饋組織層的績效貢獻(xiàn)組織層的績效貢獻(xiàn)員工發(fā)展個(gè)人績效評估個(gè)人目標(biāo)設(shè)定薪酬體系運(yùn)營層的績效貢獻(xiàn)運(yùn)營層的績效貢獻(xiàn)計(jì)劃與預(yù)算基于網(wǎng)絡(luò)的績效報(bào)告目標(biāo)與行動(dòng)計(jì)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(dòng)價(jià)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(dòng)價(jià)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(jià)值的模型基于價(jià)值的模型 注重在能力和基礎(chǔ)設(shè)施方面的投資，以實(shí)現(xiàn)未來的財(cái)務(wù)收益注重在能力和基礎(chǔ)設(shè)施方面的投資，以實(shí)現(xiàn)未來的財(cái)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(dòng)戰(zhàn)略實(shí)現(xiàn)要求管理者集中資源完成指標(biāo)，以推動(dòng)戰(zhàn)略實(shí)現(xiàn)167。 運(yùn)營層面運(yùn)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(dòng)把戰(zhàn)略分解為業(yè)務(wù)單位的行動(dòng)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(gè)人目標(biāo)與戰(zhàn)略聯(lián)系起來把業(yè)務(wù)單位、個(gè)人目標(biāo)與戰(zhàn)略聯(lián)系起來216。 提供學(xué)習(xí)和改進(jìn)戰(zhàn)略的反饋機(jī)制提供學(xué)習(xí)和改進(jìn)戰(zhàn)略的反饋機(jī)制戰(zhàn)略性的績效管理體系的績效貢獻(xiàn)畢 博 平衡計(jì)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(yùn)作的一套體系。愿景戰(zhàn)略關(guān)鍵成功因素平衡計(jì)分卡財(cái)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(dòng)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(jì)分卡的價(jià)值驅(qū)動(dòng)模型平衡計(jì)分卡的價(jià)值驅(qū)動(dòng)模型畢博平衡分?jǐn)?shù)卡價(jià)值驅(qū)動(dòng)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(dá)成這樣的愿景？的戰(zhàn)略來達(dá)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(dá)成這樣的戰(zhàn)略？因素來達(dá)成這樣的戰(zhàn)略？ 平衡計(jì)分卡平衡計(jì)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(dá)成這些因素這些工作和達(dá)成這些因素的狀況？的狀況？ 團(tuán)隊(duì)建設(shè)團(tuán)隊(duì)建設(shè)