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Turn your data into a roadmap to success! This book is a practical and accessible guide to understanding and implementing the Balanced Scorecard, providing you with the essential information and saving time. In 50 minutes you will be able to: * Evaluate company performance and management efficiency * Focus on all perspectives of the business at once * Successfully apply the Balanced Scorecard to your business About 50Minutes.Com Management & Marketing50Minutes.Com provides the tools to quickly understand the main theories and concepts that shape the economic world of today. Our publications are easy to use and they will save you time. They provide both elements of theory and case studies, making them excellent guides to understand key concepts in just a few minutes. In fact, they are the starting point to take action and push your business to the next level.

This book provides an easy-to-follow roadmap for successfully implementing the Balanced Scorecard methodology in small- and medium-sized companies. Building on the success of the first edition, the Second Edition includes new cases based on the author's experience implementing the balanced scorecard at government and nonprofit agencies. It is a must-read for any organization interested in achieving breakthrough results.

The best plan is useless without effective execution The future of business has become so unpredictable that your five-year plan may be irrelevant next week. To succeed in the modern market, you must constantly assess your progress and adapt on the fly. Agility, flexibility, continual learning, and adaptation are the new rules of business success. A differentiating strategy is crucial, but it will only lead to competitive advantage if you execute it flawlessly. You'll succeed only if you have the right insight for strategic planning and the agility to execute your plan. Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides the latest theory and practice from strategic planning, change management, and strategy execution to ensure your business is flexible, future ready, and primed for exceptional execution. Author Paul R. Niven guides you through the new principles of The Balanced Scorecard and shows you how to apply them to your planning and strategy execution endeavors. Read case studies that illustrate the theory and practice of strategic agility and execution Learn how to create the objectives, measures, targets, and strategic initiatives that can make your plan a reality Use the latest change management techniques to boost strategy execution success Gain the knowledge and tools you need to face your challenges head-on Motivate your employees to change behaviors toward plan accommodation Making a plan isn't enough. You must actually take steps to implement your plan, and this requires excellent leadership skills. Change can be hard, and your organization may be resistant. Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides everything you need to make things happen.

Improve the "Health" of Your Organization by Using the Right Metrics! The vast majority of companies use some form of balanced scorecard  to measure performance measu, yet recent research suggests that most scorecards are based on singular, unsophisticated measurements, providing flawed data on the state of the organization. Beyond the Balanced Scorecard: Improving Business Intelligence with Analytics, by Mark Graham Brown, provides managers with the right metrics for evaluating important aspects of performance that are not accurately tracked by most companies and government organizations. Leaders will learn how to objectively measure: Relationships with Customers Employee Satisfaction External Business Environment Supplier/Vendor performance Strategy and Financials This book will show you how to construct a performance index, as well as provide you with example metrics of various aspects of performance that are difficult to measure.

The goals of an IT balanced scorecard include the alignment of IT plans with business objectives, the establishment of measures of IT effectiveness, the directing of employee efforts toward IT objectives, the improved performance of technology, and the achievement of balanced results across stakeholder groups. CIOs, CTOs, and other technical managers can achieve these goals by considering multiple perspectives, long- and short-term objectives, and how the IT scorecard is linked to other scorecards throughout their organizations. Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy lays the groundwork for implementing the scorecard approach, and successfully integrating it with corporate strategy.This volume thoroughly explains the concept of the scorecard framework from both the corporate and IT perspectives. It provides examples, case histories, and current research for critical issues such as performance measurement and management, continuous process improvement, benchmarking, metrics selection, and people management. The book also discusses how to integrate these issues with the four perspectives of the balanced scorecard: customer, business processes, learning, and innovation and financial.

Performance measurement remains a vexing problem for business firms and other kinds of organizations. The "balanced scorecard", widely touted as a solution to problems of performance measurement and strategic planning, has no strong basis in theory. Moreover, implementation of the "balanced scorecard" may create many more problems than it solves. This text returns to the fundamentals by asking what is the performance of the firm, can this performance be measured, and what are reasonable second-best measures if the first-best measures we would like to have are not available.

Discover how to maintain and update balanced scorecards and performance dashboards with SQL Server Reporting Services Complementing the bestselling Balanced Scorecards and Operational Dashboards with Microsoft Excel (9780470386811), this indispensable book shows you how to create maintainable and dynamically updated scorecards and performance dashboards using Microsoft's premier reporting tool for the enterprise: SQL Server Reporting Services. The book begins with coverage of performance management methods and metrics and then moves on to introduce you to techniques for developing and delivering both a dashboard and balanced scorecard using Reporting Services. The authors assume very limited knowledge of Reporting Services, allowing you to gradually progress through more advanced topics and solutions. Shows you how to build a simple dashboard and balanced scorecard utilizing helpful examples Discusses formatting controls and labels, paging, and conditional formatting Introduces the skills necessary to make Reporting Services dashboards and scorecards interactive Covers the visual aspect of dashboards and scorecards and shows how to design and implement dashboards and scorecards in Reporting Services for mobile devices Explains how to apply the techniques covered earlier in the book for specific business applications This book sets itself apart from other titles with its comprehensive and invaluable coverage of key strategies and techniques for effectively using SQL Reporting Services to create scorecards and dashboards.

The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

Today's libraries are facing continually increasing challenges regarding information organization, consumer presentation and, on a financial level, taxpayer accountability. Analyzing and upgrading library services while staying within a limited budget is a problem which concerns many librarians. Written by professionals with practical experience, this volume presents a new approach to performance assessment and improvement through the combined use of Malcolm Baldrige Critieria and the Balanced Scorecard. It walks the reader through the sequential methodology of each theory, explaining the advantages of combining the two and providing guidance regarding their practical implementation from the management level down. The authors aptly discuss the advantages, disadvantages and possible pitfalls of their chosen approach. Additional topics include analysis of an organization's infrastructure, performance management and fact-based decision making.

Performance management, often referred to as process management, is a strategy that a healthcare facility can employ to achieve high levels of quality, safety, and end user satisfaction, as well as financial solvency. The basis of performance management is the effective use of resources, as measured through key performance indicators (KPIs),. There is more to performance management than selecting a few KPIs from a list and feeding them into a graphical dashboard system. Written for CIOs and senior IT managers, this practical resource encourages the leadership and vision needed for a performance measurement initiative. It provides a high-level review of the quality/safety initiatives in healthcare, describes the implementation process from an IT perspective, and offers high-level clinical, financial, and cultural details. It also features an extensive listing of clinical and non-clinical KPIs; a glossary including financial, medical, and operational terms; and appendices of organizations and sources of indicators and benchmarks.

New Book. Shipped from UK. Established seller since 2000.

Today's libraries are facing continually increasing challenges regarding information organization, consumer presentation and, on a financial level, taxpayer accountability. Analyzing and upgrading library services while staying within a limited budget is a problem which concerns many librarians. Written by professionals with practical experience, this volume presents a new approach to performance assessment and improvement through the combined use of Malcolm Baldrige Critieria and the Balanced Scorecard. It walks the reader through the sequential methodology of each theory, explaining the advantages of combining the two and providing guidance regarding their practical implementation from the management level down. The authors aptly discuss the advantages, disadvantages and possible pitfalls of their chosen approach. Additional topics include analysis of an organization's infrastructure, performance management and fact-based decision making.

In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana! * Links the personal scorecard to the organizational scorecard in a clear, straightforward way* Addresses issues of personal ambition and growth within the context of corporate integrity and the learning organization* Ties in several popular management concepts in one overarching concept

Covering the most critical topics and strategies in the field, Essentials of Operations Management provides business students with the most up-to-date coverage of modern topics not always found in other texts, such as human resources in operations, facility location, "green" operations, and the balanced scorecard approach to operations. Author Scott Young draws on his many years of teaching experience at both the undergraduate and MBA level to provide the essential content necessary for success in operations—in an affordable text. Key Features Includes a complete chapter (Chapter 4) on managing the operations workforce—an important topic for the well-rounded operations manager Applies "The Balanced Scorecard" approach to operations in Chapter 5, introducing students to a performance measure that balances customer, internal processes and learning and growth measures against traditional financial measures Covers sustainable operations in Chapter 7, including discussions of "green" operations and why they are important for any new operations manager Includes end-of-chapter projects and exercises that help students apply concepts to real-life situations Provides students with ample review opportunities through additional end-of-chapter features such as review questions, key terms, and summary points

Breathtaking in its simplicity and profound in its impact, Key Performance Indicators (KPI) distills the balanced scorecard process into twelve logical steps, equipping users with an implementation resource kit that includes questionnaires, worksheets, workshop outlines, and a list of over 500 performance measures. Author David Parmenter provides you with everything you need to master and implement a KPI-driven strategy.

Management models - love them or hate them, they're at the heart of management thinking and practice. They have two main purposes: to provide a framework for improving business performance; and to confuse the uninitiated with buzzwords and acronyms. You've heard of balanced scorecards, CRM, just-in-time and SWOT? How about the Deming cycle, parenting advantage or socio-technical organizations? Even if you have, can you describe them clearly and do you know how you can use them in your business? Key Management Models takes the reader through each of the essential management tools in a clear, structured and practical way. It provides comprehensive coverage of the main tools, and of the models developed by the Gods of management thinking: Belbin, Handy, Kotter and Mintzberg.

More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action.Now, using their ongoing research with hundreds of Balanced Scorecard adopters across the globe, the authors have created a powerful new tool--the "strategy map"--that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.