tailieunhanh - ESSENTIALS of Balanced ScorecardMohan phần 9

.Also, các nhà lãnh đạo quan trọng trong một tổ chức dựa trên những phản hồi của nhóm điều hành của họ lãnh đạo, và mặc dù họ có thể có thông qua các chương trình cho bạn, họ có thể thay đổi suy nghĩ của họ nếu khác, hoạt động nghiệp vụ cấp bách hơn cần phải giữ. Một giám đốc điều hành khẳng định rằng ông muốn các mục tiêu được | ESSENTIALS of Balanced Scorecard Several classes of systems exist for user selection The integrated accounting systems have BSC modules. The smaller analytic systems dedicated to BSC also exist. Organizations that think the abovementioned systems are too generic tend to build their own systems. All have their own benefits and all have drawbacks but the key element of the decision sits with the organizational expectations and disappointment only occurs when there is a mismatch between the needs of the users and the abilities of the systems to provide these needs. It is important to know how users will exercise the system and the processes they will undertake before selecting systems. Failure to do so will result in the systems driving the methods rather than vice versa. All analytic systems like BSC have six subsystems 1. Data collection 2. Modeling and analysis 3. Reporting 4. Deployment 5. Predictive and planning 6. Infrastructure These subsystems work in concert with each other to serve the user. Vendors have focus and emphasis on these subsystems. Furthermore vendors must be selected on a wider horizon than just the technology. This chapter has outlined the characteristics of a good vendor who probably displays the characteristics of a partner. 192 CHAPTER 11 Success Factor Six Cascade the Scorecard After reading this chapter you will be able to See why to cascade the scorecard. Recognize the benefits of enterprisewide BSC. Understand the challenges in developing an enterprisewide BSC implementation. Paul Niven author of Balanced Scorecard Step-by Step Maximizing Performance and Maintaining Results defines cascading as the process of developing Balanced Scorecards at each and every level of your organization. 1 When cascading a scorecard we are doing the following Driving the BSC mentality and methodology deep into the fabric of the organization Enabling all voices to share in the orchestration of strategy Implementing not technology but through technology a new