Making Scorecards Actionable : Balancing Strategy and Control
Nils-Göran. Olve
Bok Engelsk 2003 · Electronic books.
| Utgitt | Chichester : : Wiley, , 2003.
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| Omfang | 1 online resource (322 p.)
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| Opplysninger | Description based upon print version of record.. - Making Scorecards Actionable Balancing Strategy and Control; Contents; Preface; Acknowledgements; 1 Scorecards 10 Years On - Fading Fad or Maturing Management?; Scorecards as emerging best practice in management control?; What a scorecard is, and why; Getting a grip on intangibles; Uses of scorecards; Scorecards and information disclosure to the public; Fad or emerging standard?; 2 Scorecards in Use; Snapshots of scorecards; How do organizations introduce scorecards?; Aims for scorecard projects; Developing the initial scorecards; Introducing and using scorecards - a process view. - Challenges and critical issues in using scorecards3 Skandia's Experience from Navigating into the Future; The first generation of Navigators at Skandia; Communicating the Navigator; Developing the second generation of Navigators; How was Dolphin introduced and used?; Facing technicalities; Support from management; Navigator meetings; Cause-and-effect diagrams; Finding the right indicators; Summarizing the Navigator work at Skandia Connection; Different ambitions in various units; Turning the work with the Navigator into a routine; Some concluding comments; 4 Case Histories; AMF Pension. - Company backgroundScorecards at AMF Pension; British Airways at Heathrow; Company background; Scorecards at Heathrow; Ericsson Enterprise; Company background; Scorecards at Ericsson; Helsingborg; Organization background; Scorecards at Helsingborg; HP Services; Company background; Scorecards at HP; JAL Information Technology Ltd; Company background; Scorecards at JIT; Jönköping; Organization background; Scorecards at Jönköping; Lund Heart and Lung Centre; Organization background; Scorecards at Lund HLC; Nordea; Company background; Scorecards at Nordea; Oriflame; Company background. - Recommendations and implications. - Scorecards at OriflameRicoh; Company background; Scorecards at Ricoh; Scandinavian Airlines System; Company background; Scorecards at SAS Group; Volvo Cars; Company background; Scorecards at Volvo Cars; Xerox; Company background; Scorecards at Xerox; 5 Challenges; The troubles we've seen . . .; Categories of challenges; One more sad story; During initial development; Why; What; How; During the continuous process; Why; What; How; Summary; 6 Visualizing Strategies in Maps; Creative visualizing; The parts of the map; Leading and lagging metrics: 'Drivers' and 'outcome measures'; Modelling. - Who decides?Recommendations and implications; 7 Using Scorecards to Boost a Strategy-Grounded Dialogue; A multitude of dialogues; Dialogues within the management team; Dialogues between management and superior managers; Dialogues between management and other units in the organization; Dialogues between management and employees; The dialogue process; Discussing the strategy map; Validating the conjectured links; Setting targets together; Analysing results; Using outcome metrics to spur action; Taking scorecards to the next level: Working with playbooks to recognize patterns of opportunity. - The concept of the Balanced Scorecard has become increasingly popular in the global business world as a tool for balancing business strategy with financial concerns, customer care, internal business processes, and learning and growth. This book focuses on the hands-on experiences of companies across a broad range of organizations at both operational and board level. Drawn from cases in the UK, Europe, the United States, and Japan, the book shows that though Balanced Scorecard has been adopted widely, it is practiced in different forms and with varying degrees of success. Making Scorecards Acti
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| Emner | Strategic planning.
Business & Economics Management Theory Management balanse strategi kontroll næringer organisasjon operasjonlede |
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| ISBN | 0470848715
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