What should be paid attention to when a business successfully implements the Balanced Scorecard

It's best not to blindly utilize the Balanced Scorecard.

Evaluating the performance of a company can cause confusion in the management of the enterprise.

The Balanced Scorecard is designed to include four areas: a financial perspective, a customer perspective, internal business processes, and learning and growth. These perspectives represent the three main stakeholders of the company.

The importance of each perspective of shareholders, customers, and employees depends on whether the perspective itself and the selection of indicators are related to the company's strategy.

consistently. The five balances included in the Balanced Scorecard are:

1. Financial indicators.

Balance of non-financial indicators. At present, the assessment of enterprises is generally financial indicators, and the assessment of non-financial indicators is very little, even if there is an assessment of non-financial indicators, it is only a qualitative explanation, lack of quantitative assessment, lack of systematic and comprehensive;

2. The balance between the long-term goals and short-term goals of the enterprise. The Balanced Scorecard is a set of management systems for strategy execution, and if we look at the implementation process of the Balanced Scorecard from a systematic point of view, the strategy is the input and the finance is the output;

3. The balance between outcome indicators and motivational indicators. The balanced scorecard takes the effective completion of the strategy as the driving force, takes the measurable indicators as the target management results, and seeks the balance between the outcome indicators and the motivation indicators;

4. The balance between the internal group and the external group of the enterprise organization. In the Balanced Scorecard, shareholders and customers are external groups, employees and internal business processes.

is an in-group, and the balanced scorecard can play an important role in balancing the interests of these groups in the effective implementation of the strategy;

5. Balance between leading indicators and lagging indicators. Finance, Customers, Internal Processes, and Learning & Growth are the four areas of leading and lagging indicators.

The Balanced Scorecard is a common performance appraisal.

One way is to implement the organization's strategy into actionable metrics and target values from the four perspectives of finance, customers, internal operations, learning and growth. According to the explanation, the balanced scorecard is mainly through charts, cards, and tables to achieve the strategic plan, and the development of the balanced scorecard has gone through three generations of development.

Answer]: a, b, c, d

Steps to implement the Balanced Scorecard: Establish a corporate vision and strategy; Establish a balance plan travel knowledge talk scorecard; Data processing; Break down the indicators and compare them with the target to find the causal relationship between the changes in the data; ** And set the performance measurement indicators, and combine them with the company's plan and budget; implementation of the Balanced Scorecard; Employee comments and suggestions to improve the balanced scorecard and improve corporate strategy.

Summary. Advantages of the Balanced Scorecard The Balanced Scorecard is not only a management tool, but also reflects a management idea, that is: (1) only quantitative indicators can be assessed; The indicators to be assessed must be quantified.

2) The achievement of the organizational vision should be assessed in many indicators, not only financial elements, but also customers, business processes, learning and growth. Since the introduction of the balanced scorecard method, its concept of all-round assessment of enterprises and paying attention to the long-term development of enterprises has been fully valued by the academic and business circles, and many enterprises have tried to introduce the balanced scorecard as a tool for enterprise management. Finance:

Increase; Productivity; shareholder value; productivity strategy; resource-saving strategies; Customer Relations: Image; Serve; Client; Works optimally; Product leadership; customer intimacy; Internal perspective: R&D, quality, production efficiency; Learning and growth perspective:

talent training; information construction; Knowledge management; The main advantages of implementing the management method of the balanced scorecard are as follows: Overcoming the short-term behavior of the financial evaluation method Aligning the actions of the whole organization to serve the strategic objectives Effectively translating the organization's strategy into performance indicators and actions at all levels of the organization Contributing to the communication and understanding of the organization's goals and strategies by employees at all levels Conducive to the learning and growth of the organization and employees and the cultivation of core competencies Achieving long-term development of the organization Improve the overall management level of the organization through the implementation of BSC.

Dear, I'm glad Hu Zi answered for you: Do you think the difficulty of Company A's implementation of the Balanced Scorecard lies in **: It refers to the creation and quantification of the slag of the industry standard. It is relatively easy to create and quantify financial indicators, and the other three indicators need the management of the enterprise.

Advantages of the Balanced Scorecard The Balanced Scorecard is not only a management tool, but also reflects a management idea, that is: (1) only quantitative indicators can be assessed; The indicators to be assessed must be quantified. (2) The achievement of the organizational vision should be based on the indicators of many aspects, not only financial elements, but also customers, business processes, learning and growth.

Since the introduction of the balanced scorecard method, its concept of all-round assessment of enterprises and paying attention to the long-term development of enterprises has been fully valued by the academic and business circles, and many enterprises have tried to introduce the balanced scorecard as a tool for enterprise management and confidentiality. Finance: Growth; Productivity; shareholder value; productivity strategy; resource-saving strategies; Customer Relations:

Image; Serve; Client; Works optimally; Product leadership; customer intimacy; Internal perspective: R&D, quality, production efficiency; Learning and growth perspective: talent training; information construction; Knowledge management; The main advantages of implementing a management approach to the Balanced Scorecard are as follows:

Overcoming the short-term behavior of financial evaluation methods Make the whole organization act in harmony and serve the strategic goals Can effectively translate the organization's strategy into performance indicators and actions at all levels of the organization Contribute to the communication and understanding of organizational goals and strategies by employees at all levels Facilitate the learning and growth of the organization and employees and the cultivation of core competencies Achieve long-term development of the organization Improve the overall management level of the organization through the implementation of BSC.

1) The strategic goals of the enterprise can be decomposed layer by layer, and can be agreed with the goals of departments, teams and individuals, in which personal interests can be subordinated to the overall interests of the organization. The Balanced Scorecard is designed to start with strategic objectives, and if the strategic objectives cannot be broken down or the organization does not have the ability to do so, the BSC cannot be leveraged.

2) There is a clear causal driven relationship between the four indicators revealed by the Balanced Scorecard (finance, customers, internal processes, learning and growth). Because these four aspects of the Balanced Scorecard do not exist in isolation, if the company cannot find the relationship between them, and simply and rigidly divide the corporate goals into four categories, it will not play its due role.

3) Other systems within the enterprise that are compatible with the implementation of the balanced scorecard are sound, including the operation of the financial accounting system, the construction of the internal information platform, the division of rights and responsibilities of posts, the management of business processes, and other aspects of human resource management that are matched with performance appraisal.