tailieunhanh - ESSENTIALS of Balanced ScorecardMohan phần 5

Hệ sinh thái cung cấp một Balanced Scorecard được thực hiện tầm nhìn, sứ mệnh, giá trị của công ty, năng lực của tổ chức và những điều kiện tiên quyết, BSC có thể không hoạt động tốt. Biện pháp thực hiện và bản chất của họ đã được thảo luận | ESSENTIALS of Balanced Scorecard Tips Techniques continued Find the key influencers and influencers to the management teams and connect BSC to them. Educate educate educate. Learning does turn into action hence give the teams constant information about successes and failures to prepare them for change. Never assume that the information flow should be one way. Assemble meetings both informal and formal to awaken their the users of BSC in the future motivations. Don t assume that the future users of BSC are rejecting the idea and are done with it. Sometimes the method comes before the need. Let the team form its own ideas of the purpose and sometimes they will discover the value of BSC given the right circumstances. Don t position BSC as the reason for living. BSC is a means to an end and not the all-encompassing purpose for action. Position BSC as one more tool in the toolbox for managers to communicate and articulate strategy. Make it fun and make it an imperative. Ask whichever team is challenged with strategy what they can suggest to solve the challenges in strategy and let them back into BSC as a methodology. Don t say initiative say way of working. BSC can be a fad and some team members may be hoping it is. BSC must be positioned as a way of doing business and this should be reflected in funding and resource allocation. Be patient even though time is our enemy. In changing a business practice pushing too fast can destroy great events. 84 Six Success Factors to Implementing Balanced Scorecard Tips Techniques continued Let someone else more credible sell the story. Consultants and academics can sell an idea better than internal advocates. Even if the CEO is selling the idea the stigma associated with internal agendas and the like can hold back progress. More often than not the CEO can come back from a flight having read the latest book of Y and is pushing the idea. Organizations have learned to cope and protect against these syndromes however good they may be for