Performance Drivers

A Practical Guide to Using the Balanced Scorecard

Olve, Nils-Göran / Roy, Jan / Wetter, Magnus

1. Auflage Juni 2000
XVI, 348 Seiten, Softcover
Wiley & Sons Ltd

Kurzbeschreibung

The concept of the Balanced Scorecard, first introduced by Kaplan and Norton in a Harvard Business Review article in 1992, enables managers and company leaders to implement a successful performance measurement plan which incorporates both financial and operational concerns. It gives managers a fast, comprehensive view of the business, allowing them to focus on critical areas and drive the organization's strategy forward. Today, numerous large consultancies and their large, multinational clients are using the Balanced Scorecard as a method of performance measurement and a performance driver. This guide shows managers how to apply the Balanced Scorecard, enabling them to view several areas of performance simultaneously-a requirement in today's complex organizations.

ISBN: 978-0-471-49542-0

John Wiley & Sons

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Jetzt neu als Broschurausgabe! Die heutige komplexe Unternehmensstruktur verlangt von Managern, daß sie die Performance vieler Unternehmensbereiche gleichzeitig bewerten. Mit der von Kaplan und Norton eingeführten Methode der "Balanced Scorecard" wird dies möglich. Während frühere Systeme zur Performance-Messung sich entweder auf finanzielle oder betriebliche Aspekte konzentrierten, erlaubt die "Balanced Scorecard"-Methode beides. Dadurch stellt sie ein schnelles und umfassendes Meßverfahren dar, das Managern erlaubt, sich auf die kritischen Bereiche zu konzentrieren und die Unternehmensstrategie voranzutreiben. "Performance Drivers" ist der erste praxisorientierte Ansatz zur Implementierung der "Balanced Scorecard"-Methode. Mit globalen Fallstudien von führenden Unternehmen wie Coca-Cola, Electrolux, Skandia und Volvo.

Preface

Overview of the book

PART I INTRODUCTION AND BACKGROUND

1 Why a Balanced Scorecard?

2 The Balanced Scorecard - Strategic Control

PART II BUILDING A BALANCED SCORECARD

3 The Process of Building a Balanced Scorecard

4 Cases From Different Industries

5 Important Issues in the Building Process

6 Scorecards as Management Control

7 Measures and their Casual Relations

PART III IMPLEMENTING A BALANCED SCORECARD

8 Systems and IT Solutions for Scorecards

9 Towards a Learning Organization

PAR IV ADDITIONAL USES

10 Using Scorecards to Inform Outside Parties

11 Scorecards in the Public Sector

PART V CONCLUSION

12 Making the Scorecard Process a Success

Appendix: Examples of Measures in the Different Perspectives

Interviews

References

Index

NILS-GÖRAN OLVE is Adjunct Professor at Linköping University. He has worked extensively in management development and co-authored one previous Wiley book, Virtual Organizations and Beyond, 1997. His work concentrates on management control issues, in particular the Balanced Scorecard and the management of IT and immaterial assets.

JAN ROY worked as CEO of several Swedish companies, especially in the retail industry. As a consultant, he mainly deals with strategic change processes.
Jan Roy and Nils-Göran Olve are both active in ConcoursCepro, a Stockholm-based consultancy where Jan Roy is the CEO. ConcoursCepro is part of The Concours Group (www.concours-group.com), which has a growing number of consultants in the US and Europe specializing in the strategic and operational uses of human assets and information technology. Scorecards is an important tool in many of its projects.
MAGNUS WETTER is a management consultant specializing in strategic development and strategic execution. He has an MSc in Business and Administration from Lund University and also studied at McGill University in Montreal.