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1、Click to edit Title Slide,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,運(yùn)用平衡計(jì)分卡落實(shí)策略執(zhí)行與績(jī)效管理,微軟平衡計(jì)分卡,(Office Business Scorecards Accelerator),楊志強(qiáng),臺(tái)

2、灣微軟特約資深講師,MCT/MCSD/MCDBA,“,If you cant measure it,you cant manage it.”,若您無(wú)法衡量企業(yè)經(jīng)營(yíng)績(jī)效,您便無(wú)法有效管理企業(yè),Robert Kaplan and David Norton,Authors of“The Balanced Scorecard”,Agenda,何謂平衡計(jì)分卡,微軟平衡計(jì)分卡之功能簡(jiǎn)介,微軟平衡計(jì)分卡之建立示範(fàn),微軟平衡計(jì)分卡之解決方案,平衡計(jì)分卡的背景與發(fā)展歷程,第一代績(jī)效衡量,:,僅聚焦於財(cái)務(wù)面,第二代績(jī)效衡量,:,加入,無(wú)形資產(chǎn),的衡量,如產(chǎn)品研發(fā)設(shè)計(jì),客戶關(guān)係,員工教育訓(xùn)練,行銷資訊,企業(yè)知識(shí)管理

3、等,1998,年 超過(guò),75%,的,S&P 500,市場(chǎng)價(jià)值是來(lái)自無(wú)形資產(chǎn),發(fā)展史,1990年,研究計(jì)劃 未來(lái)組織績(jī)效衡量方法,12,家,企業(yè)共同參與,由哈佛教授,Robert Kaplan,與,Nolan Norton Institute,執(zhí)行長(zhǎng),David Norton,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,Articles in Harvard Business Review:,“,The Balanced Scorec

4、ard Measures that Drive Performance”,Jan-Feb 1992,“,Putting the Balanced Scorecard to Work”,Sept-Oct 1993,衡量的方法,1992,“,Using the Balanced Scorecard asa Strategic Management System”,Jan-Feb 1996,整合與溝通,1996,2000,“,Having Trouble With Your Strategy?Then Map It”,Sept-Oct 2000,企業(yè)策略管理,Recognized by the Ha

5、rvard Business Review as one of the,“most important management practices of the past 75 years.“,什麼是平衡計(jì)分卡,BSC?,發(fā)展,BSC,是一連串由企業(yè)願(yuàn)景,(Vision),展開至四個(gè)構(gòu)面之主要績(jī)效衡量指標(biāo)之過(guò)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(zhǎng),策略主題(,Strategic Theme),：,長(zhǎng)期,而言，應(yīng)完成的事項(xiàng)，,貫穿四個(gè)構(gòu)面,策略目標(biāo)(,Strategic Objectives),：,為達(dá)成組織之策略主題所定的,短期目標(biāo),關(guān)鍵流程(,Crit

6、ical Process),：,支持達(dá)成策略目標(biāo)的的作業(yè)活動(dòng),主要績(jī)效指標(biāo)(,Key Performance Indicator,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,平衡計(jì)分卡的四個(gè)構(gòu)面,願(yuàn)景,&,策略,Objectives,Measures,Targets,Initiatives,財(cái)務(wù),“To succeed financially,how should we appear to our share-holders?”,Objectives,Measures,Targets,Initiatives,學(xué)習(xí)與成長(zhǎng),“To achieve our vision,ho

7、w will we sustain our ability to change and improve?”,Objectives,Measures,Targets,Initiatives,顧,客,“To achieve our vision,how should we appear to our customers?”,Objectives,Measures,Targets,Initiatives,內(nèi)部流程,“To satisfy our shareholders and customers,what business processes must we excel at?”,Source:T

8、he Balanced Scorecard Collaborative,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(zhǎng)的,內(nèi)部,衡量,衡量,過(guò)去,努力成果,驅(qū)動(dòng),未來(lái),績(jī)效,推行平衡計(jì)分卡所帶來(lái)之效益,有效將策略聚焦,釐清達(dá)成經(jīng)營(yíng)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),釐清執(zhí)行策略所需之關(guān)鍵資訊,釐清部門間定位、工作職掌及連結(jié)關(guān)係,將策略轉(zhuǎn)化成各部門之工作語(yǔ)言,建立公司策略管理制度,建構(gòu)平衡計(jì)分卡與績(jī)效管理制度,KPIs,資料收集,與衡量,績(jī)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(jī)效管理,教育訓(xùn)

9、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)劃與模擬預(yù)測(cè),定期討論與回饋,好的,KPI,衡量基礎(chǔ),-SMART,S,S,imple,簡(jiǎn)單、不複雜、有意義,M,M,easurable,可以被量化、資料是可提供的,A,A,chievable,可達(dá)成的,R,R,ealistic,可實(shí)現(xiàn)、,合理的,T,T,imely,有時(shí)效性的,、如每月或每季,有效執(zhí)行策略的四項(xiàng)障礙,The Vision Barrier,Only 5%of the work,force understands,the strategy,The People,Barrier,Only 25%of managers,hav

10、e incentives linked,to strategy,The Management,Barrier,85%,of executive,teams spend less than,one hour per month,discussing strategy,The Resource,Barrier,60%,of organizations,Dont link budgets,to strategy,9 of 10 companies,fail to execute strategy,Source: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

11、-Strategic Management,擬定策略是,持續(xù)性的過(guò)程,-Learning organization-Analytics and IS-Link budgets&strategy,擬定策略成為,每個(gè)人的職責(zé),-Strategic awareness-Personal scorecard&compensation,將企業(yè)組織與策略,緊密聯(lián)繫,-Corporate role-Business unit synergies-Support unit synergies,將策略轉(zhuǎn)換成,作業(yè)條例,-Strategy maps-Balanced Scorecard-Integrate ope

12、rational tools,建構(gòu)平衡計(jì)分卡,所須具備的條件,提供發(fā)展平衡計(jì)分卡的指導(dǎo)原則與策略核心矩陣,彈性的展現(xiàn)方式,(,策略與矩陣管理,),多樣化的資料存取方式,整合分析的能力,例如,OLAP Reports,可執(zhí)行與可運(yùn)作的工具,整合教育訓(xùn)練與溝通,知識(shí)管理與平衡計(jì)分卡相關(guān)文件的管理,與其他系統(tǒng)的整合,如,ERP,BI,ISO 9000,Six Sigma,系統(tǒng)擴(kuò)充之容易度,規(guī)劃並建構(gòu),系統(tǒng)環(huán)境,經(jīng)營(yíng)環(huán)境,設(shè)計(jì)平衡計(jì)分卡,釐清策略,願(yuàn)景與使命,營(yíng)運(yùn)方針目標(biāo),業(yè)務(wù)策略,經(jīng)營(yíng)模式,財(cái)務(wù)構(gòu)面策略目標(biāo),各構(gòu)面,KPI,KPI,所需資料來(lái)源,策略地圖,&,因果關(guān)係圖,客,戶,構(gòu)面策略目標(biāo),流程構(gòu)

13、面策略目標(biāo),學(xué)習(xí)構(gòu)面策略目標(biāo),指定資料提供者,現(xiàn)有系統(tǒng)支援程度,資料更新時(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,平衡計(jì)分卡,願(yuàn)景,財(cái)務(wù),內(nèi)部流程,顧客,學(xué)習(xí)成長(zhǎng),股東權(quán)益與獲利,財(cái)務(wù)績(jī)效,集資計(jì)劃,行銷通路,網(wǎng)路行銷,策略聯(lián)盟,客戶關(guān)係管理,客服中心,方針管理,企業(yè),e,化,企業(yè)流程改造,職涯規(guī)劃 職能庫(kù),教育訓(xùn)練,薪酬制度,人力結(jié)構(gòu),導(dǎo)入分析,產(chǎn)業(yè)結(jié)構(gòu)分析,競(jìng)爭(zhēng)力分析,策略,價(jià),值,鏈,:,機(jī),能,管,理,平衡計(jì)分卡的應(yīng)用,demo,微軟企業(yè)平衡計(jì)分卡解決方案,Relevant to the individual:,Personalization via

14、,SharePoint,展現(xiàn)執(zhí)行力,:,Drill down,slice and analyze,Manage scorecards and metrics:,Scorecard Engine,Articulate,Communicate,Drive&Measure,定義策略,:,Strategy Map Builder,建立平衡計(jì)分卡,:,Scorecard Builder,管理資訊,:,Document Libraries,整合企業(yè)入口網(wǎng)站,:,SharePoint,展示,KPIs,:,Dashboard web parts,開放架構(gòu)及擴(kuò)充性,:,Web Services enabled,

15、The,Microsoft Office Business Scorecards Solution Accelerator,gives you a single management system that allows you to,articulate,communicate,drive&measure,strategy,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(shí)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),微軟,平衡計(jì)分卡之重要概念,由一系列的技術(shù)、工具與最佳實(shí),例,組成,讓企業(yè)使用熟悉的工具來(lái)加速平衡計(jì)分卡的建置

16、,平衡計(jì)分卡不是單純的套裝軟體，,而是可延伸的,發(fā)展平臺(tái),整合現(xiàn)有資訊系統(tǒng)與商業(yè)智慧系統(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,Scorecard Builder ,完整的,Web,開發(fā)環(huán)境,平衡計(jì)分卡的建立,demo,策略地圖,(Strategy Map),策略地圖的建立,demo,完整的商業(yè)智慧整合解決方案,平衡計(jì)分卡,報(bào)表系統(tǒng),商業(yè)智慧,績(jī)效衡量,(KPI),Scorecard Builder Architecture,Scorecard,DB,Captures information about your scorecard,SQL Server,Source,Systems,ETL,UI for entering your scorecard data,Web Service,Scorecard,Builder,Data entry interface for custom targets,Data,Entry,Deploy your scorecards,Customize your views,Sharepoint,Portal Server,B