【正文】 Services – Inventing new products and features, fast delivery of products and services, forming partnerships to expand product lines, and other product leadership initiatives. If we go back to our example on price leadership in long distance phone service, we need to emphasize operational efficiency within our strategy since this will enable petitive pricing. Next, the pany must define its strategic objectives for operational efficiency (which leads to petitive pricing). This can include numerous objectives: Supply chain management, cycle time improvements, cost reduction programs, and any objective aimed at operational excellence. Once we decide on objectives, we can extend our strategic grid down into the next perspective as follows: Exhibit 7: Linking objectives down to Internal ProcessesFinancialShareholder ValueGrow RevenuesCustomerAcquire More CustomersBee the Price LeaderInternal ProcessesImprove Operational EfficiencyCost Reduction ProgramKnowledge Based SystemReduce Non Core ActivitiesThis brings us to the final perspective, Learning and Growth. Learning and Growth is the foundation that enables us to deliver on strategic objectives defined in the Internal Processes Perspective. Like the other perspectives, we need to look at different strategies that fit with our current strategic grid:1. Competencies – Skills and knowledge of the work force.2. Technologies – Applications and systems for execution of internal processes.3. Change Culture – Organizational alignment, employee motivation, executive leadership, munication, and other qualities of empowering the organization.If we go back to our strategic grid (Exhibit 7), we must decide on what strategic objectives are required for meeting the three objectives defined in the Internal Processes Perspective. Therefore, we can extend our grid as follows:Exhibit 8: Strategic objectives defined for all four perspectivesFinancialShareholder ValueGrow RevenuesCustomerAcquire More CustomersBee the Price LeaderInternal ProcessesImprove Operational EfficiencyCost Reduction ProgramKnowledge Based SystemReduce Non Core ActivitiesLearning and GrowthTraining Best practices in cost managementDatabase network on operational performanceRealign organization with core petenciesOnce you have pleted the strategic grid, go back and make sure everything fits with your overall strategy. A set of strategic grids should provide the strategic model for running the business, outlining the specifics of the strategy. All stakeholders should be able to look at your grids and follow the flow of your strategy. Don’t forget that you are trying to limit your objectives (and grids) to a critical few strategic areas. If possible, keep the total number of objectives on the grid to no more than 20 to 25 objectives. We have pleted the foundation of the Balanced Scorecard, a set of strategic grids for each strategic area that captures and links objectives across four or more perspectives. We can now move forward and populate each grid with: Measurements, Targets, and Programs. Exhibit 9: Summarize Phase IFive Major Milestones – Phase I1stEstablish a clear strategy (objectives amp。 Acquire More Customers173。 otherwise you run the risk of building a scorecard that doesn’t fit with the capabilities of the organization. Once you have clearly defined your customer values, you can define strategic objectives within the Customer Perspective, linking these objectives to the financial perspective objectives. For example, suppose we have a strategic goal that stipulates that our pany will be the price leader in long distance phone service. We can flow this goal within the scorecard grid as follows:Exhibit 6: Linking customer objectives to financial objectivesFinancialShareholder Value173。Lower Costs173。New Sources of Revenues173。173。 . capturing the cause effect relationship. Collectively, we want to limit our strategic areas to no more than five areas. This helps ensure successful implementation of our strategy. Some mon strategic areas are: Customer Service, Shareholder Value, Operational Efficiency, Product Innovation, and Social Responsibility. We can refer to our strategic goals (created from our strategy in phase I) to help us isolate our strategic areas. The following exhibit illustrates how a strategic goal leads us into a strategic area:Exhibit 4: Example of linking a strategic goal to a strategic areaStrategic Goal =By the year 2005, our pany will have the most innovative product line of hand held putersStrategic Area =Product InnovationFinally, there is the possibility that one strategic area may conflict with another. For example, Operational Efficiency may require cost reductions while Market Share may require more expenses. If such conflicts do exist, make sure all stakeholders involved are fully aware of these conflicting areas and how they fit within your strategic plan.Now that we have a strategy in place (step 1) and now that we have defined our strategic areas or scope (step 2), we will translate the specifics of our strategy into a set of grids. As you may recall, we noted that balanced scorecards are structured over four perspectives or layers: Financial, Customer, Internal Processes, and Learning and Growth. Strategic grids include these four layers. Within each layer, we will place our strategic objectives, making sure everything links back. Trying to develop strategic objectives and placing them into the correct layers for all strategic grids is probably the most difficult step in building the Balanced Scorecard. Consultants sometimes refer to this step as straw modeling。 PersonnelNotice how each lower perspective layer supports and enables the upper perspective layer。 such as customers, shareholders, and employees. For example, most publicly traded corporations will have