tailieunhanh - ESSENTIALS of Balanced ScorecardMohan phần 3

Mục tiêu của phương pháp tính toán bảo hiểm là để cung cấp một ước tính về sự phân bố tổn thất liên quan đến rủi ro hoạt động. Cách đơn giản nhất để hoàn thành nhiệm vụ đó là để thu thập dữ liệu về thiệt hại và sắp xếp dữ liệu trong biểu đồ | ESSENTIALS of Balanced Scorecard to consequently adjust the strategic thrusts creates a resilient organization able to change and adapt as the stated goals are challenged by both internal and external forces. Making BSC Work Making BSC work generally requires the following steps 1. Identify the purpose of the organization with mission vision and values. 2. Clarify strategy with an eye to competencies the organization has or can attain. 3. Break strategy into key themes that the organization can absorb. 4. Draw on strategy maps to understand cause-and-effect relationships between four-plus perspectives. 5. Develop performance measures within each perspective but also between perspectives showing a balance of measures as well. 6. Build key scorecards around each objective and sub-objectives and initiatives. 7. Cascade theses objectives and initiatives with mutually organized measures to all levels of the organization to be used shared and evaluated on regular intervals. Summary Balanced Scorecard is a framework designed by Professor Robert Kaplan and David Norton. As the name implies Balanced Scorecard is a methodology to solve challenges in balancing the multiple perspectives demanded of strategy with its execution. In a nutshell BSC is a methodology for translating strategy into action. It has the following characteristics Its methodology is suited for managing business strategy. It uses a common language at all levels of the organization. It uses a common set of principles to manage day-to-day operations as well as to framework the company s strategy. 30 What Is Balanced Scorecard It is designed to identify and manage business purposes. It provides a balance between relatively opposing forces in strategy Between internal and external influences Between leading and lagging indicators and measures Between financial and nonfinancial goals Between organizational silos focused on their own goals and an overarching framework of goals Between finance priorities and .