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The Balanced Scorecard approach?
brainstorming on how to sell the scoreboard balanced performance measurement approach to your organization. What arguments would you use to convince all levels and all types of employees the benefits of using this approach? What happens to the accounting staff? What about senior management? Kaplan and Norton use four perspectives to frame their comments. 1 – financial and market prospects of 2 – inside view 3 – Customer and supplier perspective 4 – Innovation and learning perspective
First, you have to know the benefits of the scorecard balanced. In my view, is the most logical and simple approach to monitoring results: set goals and measure how close you came. easy personal accounting convincing, since their work is very procedural and BC works very well with the tasks of the case. It is very easy to measure, for example, the number of audit reports published in a period, the number of accounting errors, the number of days it takes to prepare the financial statements, etc. .. The idea is to compare your goal industry standard, and attempts to achieve that goal. Of course, BC can not work alone, after establishing the objectives, it is necessary to ensure that they have the means to achieve them, and if not, you need to implement the necessary changes so you can reach them. This is where management comes into play in management buy-in for BC not that hard. There is nothing a manager would love to know more about increasing the efficiency of his department, minimizing errors that occur, minimizing the amount of time it takes to perform tasks, etc .. It's best to go with an example. For example, if I was to find a marketing manager, I would like to convince him that the CT is a good tool to use for pulling examples: "It would make your job a lot easier if there was a tool that can tell with great accuracy, while takes you to deliver your product to their customers, the percentage of deliveries that are right (in good condition, correct order, etc. ..), the number of new product ideas generated in a given period, etc. .. "Always make sure you sell the AC to the person in front of you by using examples that he or she understands and estimated relevant to their position in the company. In terms of the four perspectives, which is also an easy sell to executive management. Basically, you are the organization saying that the measures will enable it to monitor their overall performance in the four perspectives, covering all aspects of the company. Again, buy-in is easy if you show the manager executive of practicality and logic of BC. For this it is necessary to explain in detail how it works. The mention of the aims high level and how the hole down to reach individual goals, not to mention everything. The BC is not difficult to understand, which is another advantage that is easy to sell. Its application can be complicated, but that's when someone like me comes in:)
Balanced Scorecard Toolkit