【正文】 y to operational terms Principle 2: Align the anization to the strategy Principle 3: Make strategy everyone’s job Principle 4: Make strategy a continual process Principle 5: Mobilize leadership for change Anthony Atkinson, Robert Kaplan, S. Mark Yong USST 2022 ? Michael L. Werner ? University of Miami 56 Implementing the Balanced Scorecard Select an architect and form a taskforce. Develop business strategies Determine where business units fit into the big picture. Hold meetings, workshops, and synthesis sessions. USST 2022 ? Michael L. Werner ? University of Miami 57 Implementing the Balanced Scorecard Select and design measures. Establish targets Establish initiatives Build a consensus around strategic objectives. USST 2022 ? Michael L. Werner ? University of Miami 58 The Balanced Scorecard and a New Management Processes New management processes may result from implementing the balanced scorecard. USST 2022 ? Michael L. Werner ? University of Miami 59 New Management Processes 1. Translating the vision 2. Communicating and linking 3. Business planning 4. Feedback and learning USST 2022 ? Michael L. Werner ? University of Miami 60 1. Translating The Vision To build a consensus around the anization’s vision and strategy To express the vision in terms of an integrated set of objectives, measures and initiatives Must be agreed upon by all senior executives USST 2022 ? Michael L. Werner ? University of Miami 61 2. Communicating and Linking Communicates the strategy up and down in the anization Links strategy to departmental objectives Links strategy to individual objectives Expands on performance measures that focus only on financial performance USST 2022 ? Michael L. Werner ? University of Miami 62 2. Communicating and Linking A way to ensure that all levels of the anization understand the strategy A way to ensure that department and individual objectives are aligned with the strategy Links rewards to performance measures USST 2022 ? Michael L. Werner ? University of Miami 63 3. Business Planning Enables panies to integrate their business and financial plans Various independent change programs difficult to integrate However when goals are set and coordinated using the balanced scorecard meaningful priorities can be set. Resources allocated accordingly USST 2022 ? Michael L. Werner ? University of Miami 64 4. Feedback and Learning Expands on the traditional financial focus Can monitor results from three more perspectives Can evaluate strategy in light of performance in all four areas Modify strategy to reflect realtime learning as opposed to modifying strategy during the annual strategic plan meeting USST 2022 ? Michael L. Werner ? University of Miami 65 New Management Processes Translating the vision Communicating and linking Business planning Feedback and learning Balanced scorecard USST 2022 ? Michael L. Werner ? University of Miami 66 The Balanced Scorecard The balanced scorecard is more than a performance measurement technique. Innovative CEOs used the balance scorecard not only to clarify and municate strategy, but also to manage strategy. They are using the measurement focus of the scorecard to acplish critical management processes. USST 2022 ? Michael L. Werner ? University of Miami 67 The Balanced Scorecard Clarify and translate vision and strategy Communicate and link strategic objectives and measures Plan, set targets, and align strategic initiatives Enhance strategic feedback and learning Kaplan/Norton 68 The End If you have questions or ments regarding this presentation, please feel free to contact Mike Werner at or by phone at 3053211139 .