Paul R. Niven's Balanced scorecard diagnostics : maintaining maximum PDF

By Paul R. Niven

ISBN-10: 0471681237

ISBN-13: 9780471681236

"Balanced Scorecard Diagnostics is a single-source advisor to effectively interpreting the effectiveness of an organization's Balanced Scorecard, whole with the most recent instruments and knowledge to enforce corrective alterations, making sure your Balanced Scorecard is working at greatest functionality. all through this step by step consultant, self-assessment questions support readers concentration corporation discussions to severely learn their implementation efforts and propel Scorecard tasks forward." "Balanced Scorecard Diagnostics is a must-read for everybody who desires to get the main out of the Balanced Scorecard in use at their organizations."--BOOK JACKET.  Read more... the present nation of the balanced scorecard -- First issues first -- earlier than you degree -- technique maps -- Measures, pursuits, and projects -- Cascading the balanced scorecard to force organizational alignment -- Key balanced scorecard method linkages : budgeting, repayment, and company governance -- Sharing balanced scorecard effects : reporting and strategy-centered administration conferences -- development the balanced scorecard at Aliant, Inc

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Extra info for Balanced scorecard diagnostics : maintaining maximum performance

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Our senior management team spends the majority of their time together discussing variances from plan and other operational issues. 7. Budgeting at our organization is political and based largely on historical trends. 8. Our employees do not have a solid understanding of our mission, vision, and strategy. 9. Our employees do not know how their day-to-day actions contribute to the organization’s success. 10. Nobody owns the performance measurement process at our organization. 11. We have numerous initiatives taking place at our organization, and it’s possible that not all are truly strategic in nature.

Are appropriate for a wider release throughout the company. Typically, those working on the pilot are the only group aware of the idea, and resources both in the form of budget and management attention tend to be scant. Once the pilot has been deemed a success, the idea is generally transformed into a program, gaining the attention of most senior managers and beginning to attract resources as it spreads throughout the company. The final stage in the internal life cycle of a business idea is that of pervasiveness.

Many organizations will turn to the Balanced Scorecard in an attempt to drive focus and alignment from top to bottom throughout the enterprise. Again, the Scorecard admirably answers this call through the deceptively simple objectives and measures that can be quickly communicated and grasped across the company. Cascading the Scorecard, a topic we’ll consider in more detail in Chapter Six, provides every employee with the opportunity to openly declare how his or her actions are contributing to the overall success of the company, and in so doing drives those frequently elusive elements of organizational focus and alignment.

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Balanced scorecard diagnostics : maintaining maximum performance by Paul R. Niven

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