Maintaining Maximum Performance
Buch, Englisch, 224 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 526 g
ISBN: 978-0-471-68123-6
Verlag: Wiley
The complete guide to analyzing and maximizing a company's balanced scorecard
Presenting the next step for balanced scorecard implementation, Balanced Scorecard Diagnostics provides a step-by-step methodology for analyzing the effectiveness of a company's balanced scorecard and the tools to reevaluate balanced scorecard measures to drive maximum performance. CEOs, CFOs, CIOs, vice presidents, department managers, and business consultants will find all the essential tools for analyzing a balanced scorecard methodology to determine if it's running at maximum performance and for seamlessly implementing changes into the scorecard.
Paul R. Niven (San Marcos, CA) is President of the Senalosa Group, a consulting firm exclusively dedicated to helping businesses get best-in-class performance. He is the author of two successful books, Balanced Scorecard Step-by-Step (0-471-07872-7) and Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies (0-471-42328-9), both from Wiley.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
Preface xi
Acknowledgments xvii
Chapter 1 The Current State of the Balanced Scorecard 1
The Road Ahead 1
Why the Balanced Scorecard Has Risen to Prominence 2
The Balanced Scorecard 12
Is the Balanced Scorecard Here to Stay? 17
Chapter 2 First Things First 23
Why Balanced Scorecard and Why Now? 23
Who Owns the Balanced Scorecard?: Exploring Executive Sponsorship 30
Self-Assessment Questions 38
Chapter 3 Before You Measure 41
Your Balanced Scorecard Team 41
Balanced Scorecard Training 48
Getting the Word Out: Communication Planning 50
Terminology and the Balanced Scorecard 55
Your Balanced Scorecard Implementation Plan 57
Chapter 4 Strategy Maps 63
Developing the Strategy Map 65
Personalizing Your Strategy Map 86
Chapter 5 Measures, Targets, and Initiatives 93
Performance Measures 93
Adding Meaning to Measurement through the Use of Targets 110
Mapping and Prioritizing Organizational Initiatives 116
Chapter 6 Cascading the Balanced Scorecard to Drive Organizational Alignment 127
Developing Implementation Principles for Cascading Success 129
Understanding the Highest-Level Balanced Scorecard 130
Cascading Is Based on Influence 131
Reviewing Cascaded Balanced Scorecards 135
Chapter 7 Key Balanced Scorecard Process Linkages: Budgeting, Compensation, and Corporate Governance 139
Strategic Resource Allocation:The Balanced Scorecard and Budgeting 139
Linking Pay with Performance:The Balanced Scorecard and Compensation 147
The Balanced Scorecard and Corporate Governance 155
Chapter 8 Sharing Balanced Scorecard Results: Reporting and Strategy-Centered Management Meetings 165
Reporting Balanced Scorecard Results 166
The Strategy-Centered Management Meeting 171
Appendix 8A: Choosing Balanced Scorecard Software 176
Chapter 9 Building the Balanced Scorecard at Aliant, Inc. 185
Pouring a Foundation for Balanced Scorecard Success 186
Aliant’s Strategy Map, Performance Measures, Targets, and Initiatives 191
Cascading the Balanced Scorecard to Build Organizational Alignment 195
Reporting Balanced Scorecard Results 197
Everybody Wins: Linking the Balanced Scorecard to Incentive Compensation 198
Aliant’s Balanced Scorecard Results 200
Index 201
