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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
01 Sep 2000-
TL;DR: In this article, the authors describe how Mobil became a Strategy-Focused Organization by translating the Strategy to Operational Terms and building Strategy Maps in private sector companies and aligning the Organization to create synergies.
Abstract: Preface 1 Creating the Strategy-Focused Organization 2 How Mobil Became a Strategy-Focused Organization Part One: Translating the Strategy to Operational Terms 3 Building Strategy Maps 4 Building Strategy Maps in Private Sector Companies 5 Strategy Scorecards in Nonprofit, Government, and Health Care Organizations Part Two: Aligning the Organization to Create Synergies 6 Creating Business Unit Synergy 7 Creating Synergy through Shared Services Part Three: Making Strategy Everyone's Everyday Job 8 Creating Strategic Awareness 9 Defining Personal and Team Objectives 10 The Balanced Paycheck Part Four: Making Strategy a Continuous Process 11 Planning and Budgeting 12 Feedback and Learning Part Five: Mobilizing Change through Executive Leadership 13 Leadership and Mobilization 14 Avoiding the Pitfalls Frequently Asked Questions Index About the Authors
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TL;DR: The Balanced Scorecard as mentioned in this paper is an approach that combines financial measures with non-financial measures, such as customer relationships, innovative products and services, high-quality and responsive operating processes, skills and knowledge of the workforce, information technology that supports the work force and links the firm to its customers and suppliers, and the organizational climate that encourages innovation, problem-solving, and improvement.
Abstract: Several years ago we introduced the Balanced Scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient. Financial measures are lag indicators that report on the outcomes from past actions. Exclusive reliance on financial indicators could promote behavior that sacrifices long-term value creation for short-term performance (Porter 1992; AICPA 1994). The Balanced Scorecard approach retains measures of financial performance--the lagging outcome indicators--but supplements these with measures on the drivers, the lead indicators, of future financial performance. THE BALANCED SCORECARD EMERGES The limitations of managing solely with financial measures, however, have been known for decades. [1] What is different now? Why has the Balanced Scorecard concept been so widely adopted by manufacturing and service companies, nonprofit organizations, and government entities around the world since its introduction in 1992? First, previous systems that incorporated nonfinancial measurements used ad hoc collections of such measures, more like checklists of measures for managers to keep track of and improve than a comprehensive system of linked measurements. The Balanced Scorecard emphasizes the linkage of measurement to strategy (Kaplan and Norton 1993) and the cause-and-effect linkages that describe the hypotheses of the strategy (Kaplan and Norton 1996b). The tighter connection between the measurement system and strategy elevates the role for nonfinancial measures from an operational checklist to a comprehensive system for strategy implementation (Kaplan and Norton 1996a). Second, the Balanced Scorecard reflects the changing nature of technology and competitive advantage in the latter decades of the 20th century. In the industrial-age competition of the 19th and much of the 20th centuries, companies achieved competitive advantage from their investment in and management of tangible assets such as inventory, property, plant, and equipment (Chandler 1990). In an economy dominated by tangible assets, financial measurements were adequate to record investments on companies' balance sheets. Income statements could also capture the expenses associated with the use of these tangible assets to produce revenues and profits. But by the end of the 20th century, intangible assets became the major source for competitive advantage. In 1982, tangible book values represented 62 percent of industrial organizations' market values; ten years later, the ratio had plummeted to 38 percent (Blair 1995). By the end of the 20th century, the book value of tangible assets accounted for less than 20 percen t of companies' market values (Webber 2000, quoting research by Baruch Lev). Clearly, strategies for creating value shifted from managing tangible assets to knowledge-based strategies that create and deploy an organization's intangible assets. These include customer relationships, innovative products and services, high-quality and responsive operating processes, skills and knowledge of the workforce, the information technology that supports the work force and links the firm to its customers and suppliers, and the organizational climate that encourages innovation, problem-solving, and improvement. But companies were unable to adequately measure their intangible assets (Johnson and Kaplan 1987, 201-202). Anecdotal data from management publications indicated that many companies could not implement their new strategies in this environment (Kiechel 1982; Charan and Colvin 1999). They could not manage what they could not describe or measure. INTANGIBLE ASSETS: VALUATION VS. VALUE CREATION Some call for accountants to make an organization's intangible assets more visible to managers and investors by placing them on a company's balance sheet. But several factors prevent valid valuation of intangible assets on balance sheets. …
2,065 citations
TL;DR: In this paper, a new typology for management control systems (MCS) is proposed, which is based on the distinction between decision-making and control and addresses those controls managers use to direct employee behaviour.
1,358 citations
TL;DR: Evidence suggests that the extended framework provides a useful research tool for those wishing to study the design and operation of performance management systems by providing a template to help describe the key aspects of such systems.
1,122 citations
TL;DR: The Balanced Scorecard of Kaplan and Norton as discussed by the authors is a management tool that supports the successful implementation of corporate strategies and it has been discussed and considered widely in both practice and research.
Abstract: The Balanced Scorecard of Kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non-financial corporate activities with causal chains to the firm's long-term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non-monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting-point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment.
1,090 citations
TL;DR: The Balanced Scorecard as mentioned in this paper is a performance measurement and management approach for the non-profit sector, which was developed for measuring and managing organizational performance in the field of finance and finance.
Abstract: The managers and constituents of nonprofits are increasingly concerned about measuring and managing organizational performance. Financial measures alone, or even supplemented with a collection of ad hoc nonfinancial measures, are not sufficient to motivate and evaluate mission accomplishments. This article describes the adaptation of a new performance measurement and management approach, the Balanced Scorecard, to the nonprofit sector. Several examples of actual implementation are provided.
941 citations