The most influential management ideological balanced scorecard is definitely not "another fashionable management concept", of course, it is not necessary to have the so-called "outdated concept". In the "Harvard Business Review" last year, "the most influential management idea of 80 years, he stably occupied a place. If a survey of the 500 companies of Wealth will find half of these hormonics Balance the branch of the score card.
The integral and balance "Harvard Business Review" records the generation and development of balanced scorecards. It can be said that balanced scorecards have experienced two development phases. In the first stage, the balanced scorecard is presented in front of a new performance management system, which focuses on the perfection and balance of performance indicators. In the second phase, this performance management system evolves into a strategic management tool, the strategy development, communication, implementation and adjustment can be done with this effective tool.
As a means of management, this idea is a long history, and is an important feature of almost all leading companies in management. Managers who believe in performance evaluations believe that if they are not evaluated, they cannot be managed. To evaluate, it is necessary to formulate some indicators (such as customer satisfaction), such as customer satisfaction), and the target to achieve, then find the actual results with the scheduled target, find the gap and why, and think The solution. This is also what we usually do with numbers and facts.
But past performance evaluation is often limited to evaluating financial indicators. However, financial indicators are some lag indicors, they can only show that your past actions have achieved those results, as for some key factors that drive your business, how many steps are moving towards the strategic goal, you still have no knowledge.
The appearance of balanced scorecards has completely changed the financial indicators in the world, and the performance evaluation indicator is extremely imbalance. He did not abandon financial indicators, but in this basis, he introduced the three aspects of customers, internal processes and learning and growth. These new indicators were a driving force for the company's good performance. These four indicators constitute a variety of balance between internal and external, result and drive factors, long-term and short-term, qualitative and quantification, providing three-dimensional, forward-looking evaluation for corporate performance evaluation management.
Strategic Maps published in 1996 in the "Harvard Business Review" 1 / February 1 / February Double Unsing TH Balance Scorecard As A Stratigic Management System System, marking the balanced scorecard from a performance management system as a strategic management tool. The Having Trouble With your Strategy? THEN MAP IT in 2000, it shows that this strategic management tool has been mature. In this article, Balanced Scorecard founder Kaplan and Norton have developed the tool of "Strategic Map".
The study of hundreds of companies has made Kaplan and Norton realized that strategic management guides are too executive, and the implementation strategy guide is too much employee to understand the strategy. In the "strategic center type" organization they advocated, the strategy is not a business executive person, but everything. Only everyone will understand the company's strategy, the entire enterprise can become a collaborative or unstoppable strategic machine.
The strategic map is a picture, which can clearly outline the process of enterprises and resources - including corporate culture and employee knowledge, which are transformed into tangible customers and financial results. In the strategic map, the financial, customer, internal processes and learning and growth angles of the balanced score card form a ring set of causal relationship chains, one end of this chain is the result of the company's hope, the other end is these results. Drive factor.
In the end, Balanced Scorecard has such a definition: "Simply said, Balanced Scorecards indicate what kind of knowledge, skills and system {learning and growth perspectives that enterprise employees can, in order to innovate and establish appropriate strategic advantages and Efficiency (internal process angle) enables the company to bring specific values to the market (customer angle), resulting in a higher shareholder value (financial perspective). " Of course, supporting this definition is the performance management and assessment system not mentioned in the definition. (Source: China Human Resources Network)
