GL集团平衡计分卡培训.ppt

Identification, Prioritisation, and Alignment of Initiatives The real benefit from the Initiative Mapping process come from allocating resources to initiatives that most directly affect its ability to achieve the strategy. Without prioritisation, all initiatives continue as usual, with no alignment to strategy. The task here is to create a “screen” to be able to determine strategic initiatives from nonstrategic initiatives. Module 7: Inventory, Map, and Prioritise Initiatives Contributory Cascading Approach (Continued) The strength of the Contributory Approach is the independence and interpretation it allows individual units within the enterprise. It accommodates a more decentralized organisational approach, and works well when the “how” is best determined at a lower level in the organisation. The trade-off to this approach is loss of control at the corporate level. It can also be harder to ensure that the sum of the various business and support unit strategies actually will produce the corporate strategy. Module 2: Aligning the Organisation 着重强调指标和目标值的区别 At this point in the Balanced Scorecard (BSC) process, the Core Team may engage several Measurement Teams to help define applicable measures for the objectives. It is important to engage the correct levels/departments in order to gain buy-in and accountability in the BSC. Typically, Measurement Team members are functional/line experts, two to three levels down in the organisation. Module 5: Identify Measures 17 Growth ideas were not restricted to new products. Rather, Gillette has sought growth across multiple degrees of freedom. Comparing the 1986 and 1995 three 层面 snapshots reveals that Gillette has derived its growth not only from new products, but also from new and existing customers, new geographies, and new arenas. 12 17 Criteria for Selecting Strategic Measures The following are some criteria for selecting measures: Strategic