【正文】 They can lead an organization to focus on measures derived from available data rather than strategic objectives. Data may be inplete or inaccurate, so measures may not be correct. If employees’ paychecks are adversely impacted, serious morale problems and invalidation of the scorecard inevitably result. Executives continue to municate their support for, and involvement in, the Balanced Scorecard initiative.2. Make strategy a continual process. A strategic focus is not maintained if strategy formulation bees a onetime activity. Feedback loops are needed to constantly focus attention on and reevaluate the strategy and the measures. To support strategy evaluation, tools for reporting and analysis should be deployed to enable analysis of the factors influencing the measures. The budget process also is often linked to strategy, and in some cases the Balanced Scorecard replaces traditional budget formulation as a way to allocate funds. 3. Make strategy everyone’s job. This is done through strategic education and awareness and by cascading the scorecard down through the organization, so that business units, departments—or even individuals—create their own scorecards. The linkages to strategy are explicitly defined at all levels. This helps departments and individuals understand and find new ways to support the strategy of the organization. It also helps ensure that employees at all levels are being measured and pensated in ways that support that strategy. 4. Align the organization to the strategy. This involves evaluating current organizational structures, lines of reporting, and policies and procedures to ensure that they are consistent with the strategy. It can include realignment of business units or redefining the roles of different support units to make sure that each part of the organization is lined up to best support the strategy.5. Translate the strategy into operational terms. Tools like the strategy maps, cascaded scorecards, and strategy grids are used to integrate strategy with the operational tasks that employees perform daily. This ensures that tasks are done in ways that support the strategies. Common PitfallsWhen Kaplan and Norton’s second book, The Strategy Focused Organization was published, the Harvard Business Review hailed the Balanced Scorecard as one of the most significant contributions to management practice in the last 75 years. However, despite its wellpublicized successes, the majority of organizations that adopt a scorecard fail to reap the rewards they expect. In researching these disappointments, some mon themes stand out: 1. Measures that do not focus on strategy. A mon problem is that an organization will adopt some new nonfinancial measures, but fail to align the measures adequately with strategy. According to Dr. Norton,“The biggest mistake that organizations make is thinking that the scorecard is just about measures. Quite often they will develop a list of financial and nonfinancial measures and believe they have a scorecard. This, I believe, is dangerous.”For example, in one case a bank’s IT department had identified measures and benchmarks for being a world class IT department. According to those measures, they had done very well. However, the measures used by the IT department were not tied in with the overall business strategy and therefore discouraged the IT department from meeting the strategic business needs. 2. Failure to municate and educate. A scorecard is only effective if it is clearly understood throughout an organization. Frequently, scorecards will be developed at the executive level, but not municated or cascaded down through an organization. Without effective munication throughout the organization, a balanced scorecard will not spur lasting change and performance improvement. 3. Measures tied to pensation too soon. It is generally a good idea to tie pensation to the Balanced Scorecard. However, several factors suggest it can be a mistake to do that too early in the lifecycle of the scorecard. The executive team has first participated in facilitated sessions at which the fundamental mission, vision, and strategic themes are established. classesProcessFactbased site selectionDays lag between market selection and site acquisition 90 days year 1 70 days year 3GIS mappingNational brokerage contractStreamline development process Project duration, site acquisition to opening 365 days year 1 300 days year 3Standardize design/build processes% stores open on schedule 93% year 1 95% year 2Webbased project managementLearning amp。Strategic Theme: Smart, Profitable Expansion Capable of being trended. Relevant to the objective and strategy. P 500 was captured in intangible assets. Intangible assets, like any other asset, are factors of production that should be used to generate value. These intangible factors of production are used in ways that may be many times removed from revenue generation or cost reduction。 brought new distribution channels。 Inwardfacing measures, like productivity, and also outwardfacing measures, like customer loyalty.The results of their initial research work with 12 panies were published in 1992 in the Harvard Business Review. Fueled by the positive response to their initial article and successful consulting work, Kaplan and Norton continued to develop the concept of the Balanced Scorecard, and published the book, The Balanced Scorecard in 1996. By that time, the focus of the Balanced Scorecard had evolved from an emphasis on measures and reporting, to a methodology for promoting strategic management of the organization.As more and more organizations began to embrace and experiment with the Balanced Scorecard concept, a growing number of tools and techniques emerged, building on many of the initial concepts. In 2000, Norton and Kaplan released their second book, The Strategy Focused Organization, which describes that evolution to a