Beruflich Dokumente
Kultur Dokumente
Presented To
John Sanders
Seminar Outline
Introduction to the Balanced Scorecard What is it? Why do it? Balanced Scorecard Fundamentals The Four Perspectives Measures, Targets and Initiatives Roles and Responsibilities The CSUSM Finance & Administrative Services Strategy Map Using the BSC as a Management System
Balances financial and non-financial measures Balances short and long-term measures Balances performance drivers (leading indicators) with outcome measures (lagging indicators) Should contain just enough data to give a complete picture of organizational performance and no more! Leads to strategic focus and organizational alignment.
The BSC dramatically improved our data analysis we dont overreact nearly as much as we used to.
San Luis Obispo Pomona San Jose San Marcos Sonoma Fullerton Long Beach Chico Northridge San Bernardino Chancellor's Office
What we do
What we aspire to be
Environmental Scan
Strengths Opportunities
Weaknesses Threats
Values
INTERNAL To satisfy our customers and stakeholders, in which business processes must we excel?
LEARNING & GROWTH To achieve our goals, how must we learn, communicate and grow?
Customer Perspective
To achieve our vision, what customer needs must we serve?
Possible Performance Measures
o Customer Satisfaction (Average) o Satisfaction Gap Analysis (Satisfaction vs. Level of Importance)
Internal Perspective
To satisfy our customers, in which business processes must we excel?
Possible Performance Measures
o Cycle Time
o Completion Rate o Workload and Employee Utilization o Transactions per employee o Errors or Rework
o Technology Investment
Why Measure?
To determine how effectively and efficiently the process or service satisfies the customer. To identify improvement opportunities. To make decisions based on FACT and DATA
Measurements Should:
Translate customer expectations into goals. Evaluate the quality of processes.
Targets
If you dont know where youre going, youre probably not gonna get there.
Forrest Gump
Targets
Targets need to be set for all measures Should have a solid basis Give personnel something for which to aim If achieved will transform the organization Careful not to develop measures/targets in a fragmented approach: i.e. Asking people to increase customer satisfaction has to be backed up with the knowledge, tools, and means to achieve that target.
Initiatives
Once measures and targets are established, it is the responsibility of management to determine HOW the organization will achieve its goals. Measures are used to determine the effectiveness of strategic initiatives.
Develops the divisions vision, strategy and goals Develops organizational objectives and targets Provides leadership, endorsement and vision for the project Clears barriers to scorecard progress
Drafts the strategy map and scorecard Works with employees to develop measures supporting strategic objectives Works with the Leadership Team to plan and implement the Balanced Scorecard in the FAS Division
Strategy Map
Link it together.
DIVISION
FINANCIAL
CUSTOMER
INTERNAL PROCESS
DEPT.
Hum. Rscrs.
Univ. Police
Facilities
FUNCTION
Police
Suggested Readings
Kaplan, Robert and Norton, Edward. The Balanced Scorecard. Harvard Business Publishing, 1998 Kaplan, Robert and Norton, Edward. The Strategy-Focused Organization. Harvard Business Publishing, 2001 Buckingham, Marcus and Coffman, Curt. First, Break All the Rules The Gallup Organization, 1999 Brown, Mark. Keeping Score. Mark Graham Brown, 1996 http://www.afd.calpoly.edu/afd/Strategic_plan/ http://cqi.csusb.edu/
Thank You
John Sanders The California State University (562) 951-4556 jsanders@calstate.edu www.calstate.edu/qi