Balanced Scorecard-Greek Version

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BUSINESS BALANCED SCORECARD (BSC) John Kyriazoglou
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A full presentation on the BSC approach in Greek

Transcript of Balanced Scorecard-Greek Version

  • 1. BUSINESS BALANCED SCORECARD (BSC) John Kyriazoglou

2. ( ,, /, , , / , (, , ), , ) (, SWOT, BBS, ) 2 3. & (SWOT, PEST, Porters 5 forces)() & (BBS, )Business Plan (SWOT, PEST, BBS, ) 3 4. . & . & & . / / , & 4 5. . , , & . / -Mission, SWOT, PEST, BBS, . -Business Plan, , , , , 5 6. . , Kent Nagano,Conductor, , 1/7/2001 6 7. (Mission): : / / & / ( 5 - 10 ) / ( ) ( ) , (stakeholders) 7 8. : : / ( / ) ( ) 8 9. , , . Charles Handy : (Physical Needs) (Social Needs) (Spiritual Needs) & (Mental Needs) 9 10. 1. London Business School 2. Harvard Business School We are fluent in the language of Policy Reform, Leadership, and Management3. ACM To foster the open interchange of ideas, to promote the highest professional and ethical standards and to advance information technology by nurturing the discussion of ideas, practices, and theories on all its branches4.Walt Disney: Make people happy. 10 11. Business Balanced Scorecard ; (stakeholders) ; ;11 ; 12. Business Balanced Scorecard (BBS) BBS . , 12 13. SMART S: M: A: R: T:Specific (clear, understandable) Measurable Achievable (time, funds, personnel, systems, organization) Realistic Time/ Cost bound (short-term, long-term) , , , .13 14. . SWOT: 4 1. 2. 3. 4. (Strengths) (Weaknesses) (Opportunities) (Threats)14 15. (SWot) & & & (swOT) & Porters Five Forces Analysis PEST 15 16. SWOT ( ) / Marketing & / 16 17. SWOT ( ) & Marketing // 17 18. SWOT ( ) & & 18 19. SWOT ( ) / / 19 20. . Business Balanced Scorecard & & ( , , , ) 20 21. BBS : : : : Balanced Scorecard: : : 21 22. BBS & BBS: 4 : 22 23. 4. 2. 1. 3. 23 23 24. 1. : 24 25. 2. / / 25 26. 3. & & 26 27. 4. , (stakeholders) / 27 28. ( -) ( ) vs. & vs. 28 80% vs. 28 29. BBS BBS : BBS (. BBS) BBS29 30. BBS (plan, do, check, actimprovement)PLANDO70%BBS ACTCHECK / 30 31. BBS: Plan (maximum effect with minimum labor) , & & & / 31 32. BBS: D & & 32 33. BBS: Check 33 34. BBS: Act , , , 34 35. The Evolution Of Measurement Balanced Scorecard Six SigmaLate 20th CenturyShareholder ValueCompetencies/ CapabilitiesCompetitive AdvantageBusiness Process ReengineeringCustomer Satisfaction Operational Comparative Benchmarking Improvement19th Century Management Accounting15th Century Double-entry Bookkeeping35FinancialStrategicOperational 36. BBS (:Plan, Do, Check, Act) 1. 2. 3. 4. 5. 6. 7. 8. : Workshop: : B Workshop: B Workshop: 36 37. Balanced Scorecard , Balanced Scorecard. , Balanced Scorecard. Model:Plan, Do, Check, ActImprovement 37 38. 1. (BBS: Plan) , (top-level) scorecard. , scorecard , , , . 38 39. 2. : (BBS: DO) ( 6-12 ) Balanced Scorecard, , , . (facilitator) BBS , , 90 , , (inputs) , scorecard. 39 40. 3. Workshop: (BBS: CHECK) WORKSHOP: A BBS BBS , . , : , (stakeholders), , , ? 40 41. 4.: (BBS: DO, CHECK) , (outputs) workshop , balanced scorecard.O scorecard. 41 42. 5. Workshop: (BBS: Check)WORKSHOP: A BBS , (middle managers), , balanced scorecard.42 43. 6. Workshop: (BBS: DO, Check) : , workshops scorecard 43 44. 7. (BBS: Act) scorecard, : balanced scorecard (decentralized) 44 45. 8. (BBS: Check, Act) , balanced scorecard, , . balanced scorecard , , . 45 46. Typical Public Sector Balanced Scorecard SystemCustomer Objective MeasureBudget ObjectiveMeasureTargetTo prudently manage public resources, how should we add value and control costs?TargetMission & StrategyInitiativeInitiativeLearning & Growth Objective MeasureInternal Business Process ObjectiveMeasureTargetTo achieve our mission, how should we create value for our customers?InitiativeTo satisfy our sponsors and customers, at what business 46 processes must we excel?TargetInitiativeTo achieve our vision, how will we sustain our ability to change and improve? 47. Why Use a BSC in the Public Sector? Achieve Government Reform Objectives Align mission, strategy, workflow, and personal performanceSet program priorities to match Congressional prioritiesDemonstrate value of programs to the publicDevelop meaningful performance measures (especially outcome measures) to gauge program successLink mission and strategy to budget requestsDetermine resource and contract costs for each strategyIncreased interagency coordination, to eliminate waste and duplication60 48. & & & BBS . . 48 / 49. BBS (IT-BBS) 4 1: 2: 3: & 4: / 49 50. 50 51. & 51 52. & & . 52 53. & 53 54. BBS & BBS & 54 55. Case Studies: BBS Chemical Bank: 1991 Natwest AT&T Government (U.S.A/Washington State, U.K/Ministry of Defense) Johnson & Johnson Hewlett Packard Gartner Group 30% Fortune 1000 (-2000) 40% Global 2000 (-2003) ( 4 -, , , ) 55 56. : : : (4 ), , , , ., : , , : , ,. : : / BBS& 56 57. : VA=F(L,K) (& 9-11 EFFECTS?) VA=F(L,K,In,IT,S)*f(R,M) VA:: Value added F,f:: Function L:: Labor K:: Capital In:: Innovation (new products, markets, technologies, organization)IT:: Information Technology Capital S:: Strategic Management R:: Risk Management M:: Market VA to customer