微軟績效管理工具PPT課件講義

MeasuringSuccessBringingtheBalancedScorecardtoLife微軟平衡計(jì)分卡架構(gòu)Agenda平衡計(jì)分卡BalancedScorecard

(BSC)建構(gòu)績效管理制度與平衡計(jì)分卡執(zhí)行的障礙與困難點(diǎn)微軟平衡計(jì)分卡架構(gòu)Demo-MicrosoftBSCToolkitCaseStudyQ&A“Ifyoucan’tmeasureit,

youcan’tmanageit.”若您無法衡量企業(yè)經(jīng)營績效您便無法有效管理企業(yè)RobertKaplanandDavidNorton

Authorsof“TheBalancedScorecard”平衡計(jì)分卡的背景與發(fā)展歷程第一代績效衡量:僅聚焦于財(cái)務(wù)面第二代績效衡量:加入無形資產(chǎn)的衡量,如產(chǎn)品研發(fā)設(shè)計(jì),客戶關(guān)系,員工教育訓(xùn)練,營銷信息,企業(yè)知識管理等1998年超過75%的S&P500市場價(jià)值是來自無形資產(chǎn)發(fā)展史1990年研究計(jì)劃–未來組織績效衡量方法,12家企業(yè)共同參與由哈佛教授RobertKaplan與NolanNortonInstitute執(zhí)行長DavidNorton所共同研究發(fā)展

1992年:發(fā)表BSC

1993年:發(fā)表BSC的實(shí)踐

1996年:發(fā)表BSC在策略管理體系的應(yīng)用

2000年:發(fā)表企業(yè)的策略性的應(yīng)用平衡計(jì)分卡的發(fā)展史ArticlesinHarvardBusinessReview:“TheBalancedScorecard–MeasuresthatDrivePerformance”,Jan-Feb1992“PuttingtheBalancedScorecardtoWork”,Sept-Oct1993衡量的方法1992“UsingtheBalancedScorecardas

aStrategicManagementSystem”,Jan-Feb1996整合與溝通19962000“HavingTroubleWithYourStrategy?

ThenMapIt”,Sept-Oct2000企業(yè)策略管理RecognizedbytheHarvardBusinessReviewasoneofthe“mostimportantmanagementpractices

ofthepast75years.“什么是平衡計(jì)分卡BSC?發(fā)展BSC是一連串由企業(yè)愿景(Vision)展開至四個(gè)構(gòu)面之主要績效衡量指標(biāo)之過程四個(gè)構(gòu)面(Perspectives)

財(cái)務(wù)、顧客、內(nèi)部流程、學(xué)習(xí)成長策略主題(StrategicTheme)：長期而言，應(yīng)完成的事項(xiàng)，貫穿四個(gè)構(gòu)面策略目標(biāo)(StrategicObjectives)：為達(dá)成組織之策略主題所定的短期目標(biāo)關(guān)鍵流程(CriticalProcess)：支持達(dá)成策略目標(biāo)的的作業(yè)活動(dòng)主要績效指標(biāo)(KeyPerformanceIndicator,KPI)：策略目標(biāo)進(jìn)程或關(guān)鍵流程的衡量基礎(chǔ)，且必須是可數(shù)量化的BSC的四個(gè)構(gòu)面VisionandStrategyObjectivesMeasuresTargetsInitiatives財(cái)務(wù)“Tosucceedfinancially,howshouldweappeartoourshare-holders?”O(jiān)bjectivesMeasuresTargetsInitiatives學(xué)習(xí)與成長“Toachieveourvision,howwillwesustainourabilitytochangeandimprove?”O(jiān)bjectivesMeasuresTargetsInitiatives顧客“Toachieveourvision,howshouldweappeartoourcustomers?”O(jiān)bjectivesMeasuresTargetsInitiatives內(nèi)部流程“Tosatisfyourshareholdersandcustomers,whatbusinessprocessesmustweexcelat?”Source:TheBalancedScorecardCollaborative股東與顧客的外界衡量有關(guān)重大企業(yè)流程,創(chuàng)新能力,學(xué)習(xí)及成長的內(nèi)部衡量衡量過去努力成果驅(qū)動(dòng)未來績效策略地圖&因果關(guān)系Cause&EffectTheme:Smart,ProfitableExpansion50%RevenuefromNewStoresbyYear3IncreaseSalesEfficiencyDevelopmentProjectManagementGreatNewLocationsCorporateDigitalNervousSystemBusinessIntelligenceUseFact-basedsiteselection%revenuefromstores

openedinlast3yearsRevenuefrom

newstoresAvg.#ofdaysto

breakevenRevenueperFTEAvgdailycustomersat

newstoresinfirst6months#repeatcustomersAvgpurchaseamountLagbetweenmarketselection

andsiteacquisitionProjectduration:

siteacquisitionto

openingday%ofstoresopened

onschedule#EligibleemployeestrainedFinancialPerspectiveCustomerPerspectiveOperationalPerspectiveEmployees&Technology

PerspectiveSBUScorecardsGroupBalancedScorecardMetricsWarehouse各事業(yè)體Strategy&BSC的連結(jié)SBU2SBU3SBU1CompetitiveDataPersonnelRecordsSurvey&OtherAdHocDataCustomerServiceReportsIntranetLinksSalesDataMarketData推行平衡計(jì)分卡所帶來之效益有效將策略聚焦厘清達(dá)成經(jīng)營目標(biāo)之方法經(jīng)由上而下之溝通，將策略轉(zhuǎn)化為行動(dòng)厘清執(zhí)行策略所需之關(guān)鍵信息厘清部門間定位、工作職掌及連結(jié)關(guān)系將策略轉(zhuǎn)化成各部門之工作語言建立公司策略管理制度BSCManagementProcess

建構(gòu)績效管理制度與平衡計(jì)分卡規(guī)劃并建構(gòu)系統(tǒng)環(huán)境經(jīng)營環(huán)境設(shè)計(jì)平衡計(jì)分卡厘清策略愿景與使命營運(yùn)方針目標(biāo)業(yè)務(wù)策略經(jīng)營模式財(cái)務(wù)構(gòu)面策略目標(biāo)各構(gòu)面KPIKPI所需數(shù)據(jù)源策略地圖&因果關(guān)系圖客戶構(gòu)面策略目標(biāo)流程構(gòu)面策略目標(biāo)學(xué)習(xí)構(gòu)面策略目標(biāo)指定數(shù)據(jù)提供者現(xiàn)有系統(tǒng)支持程度數(shù)據(jù)更新時(shí)間規(guī)劃系統(tǒng)運(yùn)作功能發(fā)展平衡計(jì)分卡之步驟KPI清單開發(fā)系統(tǒng)運(yùn)作環(huán)境Step1.公司或集團(tuán)

BSCoverallstrategiesStep2.

SBUBSCconsistentwiththecorporatestrategiesStep4.Dept,team,individualsBSC公司或集團(tuán)SBUCSBUBSBUADept,Team,IndividualsSupportFunctionsStep3.SupportUnitBSCsupporttheinternalcustomers事業(yè)體Strategy&BSC的連結(jié)建構(gòu)平衡計(jì)分卡與績效管理制度KPIs資料收集與衡量績效管理BSC管理系統(tǒng)KPI,策略,目標(biāo)設(shè)定企業(yè)規(guī)劃流程計(jì)分卡擁有者計(jì)分卡擁有者之支援幕僚其他人員績效管理教育訓(xùn)練與獎(jiǎng)酬結(jié)合文化改變與結(jié)果溝通目標(biāo)值BSC預(yù)算規(guī)劃與仿真預(yù)測定期討論與回饋好的KPI衡量基礎(chǔ)

S–Simple

簡單、不復(fù)雜、有意義

M–Measurable

可以被量化、資料是可提供的

A–Achievable

可達(dá)成的

R–Realistic

可實(shí)現(xiàn)、合理的

T–Timely

有時(shí)效性的、如每月或每季執(zhí)行的障礙與困難點(diǎn)有效執(zhí)行策略的四項(xiàng)障礙TheVision

BarrierOnly5%oftheworkforceunderstandsthestrategyThePeopleBarrierOnly25%ofmanagershaveincentiveslinkedtostrategyTheManagementBarrier85%ofexecutiveteamsspendlessthanonehourpermonthdiscussingstrategyTheResourceBarrier60%oforganizationsDon’tlinkbudgetstostrategy9of10companiesfailtoexecutestrategySource:Fortune成功關(guān)鍵因素企業(yè)領(lǐng)導(dǎo)者的帶動(dòng)動(dòng)員企業(yè)作改變-Mobilization

-StrategicManagement擬定策略是持續(xù)性的過程-Learningorganization

-AnalyticsandIS

-Linkbudgets&strategy擬定策略成為每個(gè)人的職責(zé)-Strategicawareness

-Personalscorecard& compensation將企業(yè)組織與策略緊密聯(lián)系-Corporaterole

-Businessunitsynergies

-Supportunitsynergies將策略轉(zhuǎn)換成作業(yè)條例-Strategymaps

-BalancedScorecard

-IntegrateoperationaltoolsBSC自動(dòng)化方法專屬性商業(yè)智慧BI產(chǎn)品ERP-Centric應(yīng)用程序BSC-Specific應(yīng)用程序BSC架構(gòu)所應(yīng)須具備的條件提供發(fā)展BSC的指導(dǎo)原則&strategy-focusedmetrics彈性的展現(xiàn)方式(策略與矩陣管理)多樣化的數(shù)據(jù)存取方式(Multiple

DataSource)整合分析的能力,例如OLAPReports可執(zhí)行與可運(yùn)作的工具(Actionabletools)整合教育訓(xùn)練與溝通KM:知識管理,BSC相關(guān)文件的管理與其他系統(tǒng)的整合(例如ERP,BI,ISO9000,

SixSigma)系統(tǒng)擴(kuò)充之容易度Microsoft?BSCframework微軟平衡計(jì)分卡架構(gòu)個(gè)人化的入口網(wǎng)站最佳實(shí)例策略與矩陣管理知識管理e-Learing可執(zhí)行與可運(yùn)作的工具商業(yè)智慧微軟平衡計(jì)分卡架構(gòu)個(gè)人化的入口網(wǎng)站Scoreboard平衡計(jì)分卡摘要可執(zhí)行與可運(yùn)作的工具Demo-

MicrosoftBSCToolkitUnderlyingConcepts一系列技術(shù),工具與最佳實(shí)例的組成讓企業(yè)使用熟悉的工具來加速BSC的建置BSC不是softwarepackage,而是可延伸的發(fā)展平臺整合現(xiàn)有系統(tǒng)與BI系統(tǒng)彈性,開放,具發(fā)展空間的架構(gòu)時(shí)效性,低成本,可延展,易管理BSCFrameworkTechnologyEducationonBestPractices適合不同Users不同的ViewBusinessusersLighttechnicalpeopleBIdevelopersWebdevelopers系統(tǒng)需求Windows2000ServerSQLServer2000SharePointPortalServerOfficeXPCaseStudyMicrosoftScorecardPortalKnowledgeBaseHTMLFoundationCollaborativeInterfaceDiscussionsDrillDownDetailStrategicInitiativeKeyMetricsCaseStudy:Businesschallenges沒有辦法衡量Business的Opportunity&預(yù)估年收入內(nèi)部網(wǎng)站的低使用率,知識沒有辦法傳承OrganizationRealEstateInvestmentTrust(REIT)員工人數(shù):1600每年收入:$1.3billionResults:SolutionMicrosoftDigitalDashboardResourceKit2.2SQLServer2000DataTransformationServicesandAnalysisServicesIntegratedpartsofexistingintranetintotheDigitalDashboardRapid,widespreadadoptionbynon-technicalusersOver$2,000,000inincrementalrevenueinthefirsttwomonthsRevenues每年收入upbyover$15millionRapidadoptionwithouttrainingWhoIsImplementingBSC?GartnerGrouppredictsthatmorethan40%oftheGlobal2000willbeutilizingtheBSCby2003IfyourorganizationisnottalkingabouttheBSC,itprobablywillbesoon!您的下一步BI&BSC已不再是貴族化的產(chǎn)品你的老板,CEO,CFO,CIO在想什么……..使用者的滿意度:IT要走在User的想法之前學(xué)習(xí)成長內(nèi)部流程顧客財(cái)務(wù)商業(yè)智慧ERPOLAPDataMining