平衡计分卡与提升人力资源与发（英文版）

1IntroducingtheIntroducingtheBALANCEDSCORECARDBALANCEDSCORECARDandApproachtoHRD&andApproachtoHRD&DevelopingHighPerformanceDevelopingHighPerformanceOperatingTeamstoAccelerateOperatingTeamstoAccelerateYourSuccessYourSuccessMr.PhilipTealMr.PhilipTealDirectorDirector––ChinaOperationsChinaOperationsBalancedScorecardBalancedScorecardOrganisationOrganisation(Asia)Limited(Asia)LimitedAugust2004August20042WhatistheBalancedScorecardWhatistheBalancedScorecard’’sshistoryhistory??1992199620001.MeasurementandReporting2.AlignmentandCommunication3.Enterprise-wideStrategicmanagementArticlesinHarvardBusinessReview:ƒ“TheBalancedScorecard—MeasuresthatDrivePerformance”January-February1992ƒ“PuttingtheBalancedScorecardtoWork”September-October1993ƒ“UsingtheBalancedScorecardasaStrategicManagementSystem”January-February199619962000AcceptanceandAcclaim:ƒ“TheBalancedScorecard”istranslatedinto18languagesƒSelectedbyHarvardBusinessReviewasoneofthe“mostimportantmanagementpracticesofthepast75years.“3SimplytheBALANCEDSCORECARDSimplytheBALANCEDSCORECARDframeworkframeworkVision&StrategyVision&StrategyCUSTOMERCUSTOMER“Toachieveourvision,howshouldweappeartoourcustomers?”ObjectivesMeasuresTargetsInitiativesFINANCIALFINANCIAL“Tosucceedfinancially,howshouldweappeartoourshareholders?”ObjectivesMeasuresTargetsInitiativesINTERNALBUSINESSPROCESSESINTERNALBUSINESSPROCESSES“Tosatisfyourshareholdersandcustomers,whatbusinessprocessesmustweexcelat?”ObjectivesMeasuresTargetsInitiativesINNOVATIONANDLEARNINGINNOVATIONANDLEARNING“Toachieveourvision,howwillwesustainourabilitytochangeandimprove?”ObjectivesMeasuresTargetsInitiatives4criticalcustomers&stakeholderscriticalcustomers&stakeholders•BecomingMoredemanding•Increasingexpectations•Globalaccesstoinformation•Greaterawareness&knowledge•Lessloyal•Expect24hours/7days/365daysayearservice•EmergingOnlinerequirementsandevolvingtraditionalmarketplaces5TodayToday’’sglobalsglobalbusinesschallengebusinesschallengeForbesMagazineandHarvardUniversityresearchindicatethat;7outof10strategiesfailattheimplementationphase!?FinancialManagementTools•EVA•BalanceSheets•IncomeStatements•ShareholderValueAnalysisCustomerManagementTools•CustomerSatisfactionMeasurement•CustomerRelationshipManagement•SegmentationMarketing•One-to-OneMarketingProcessManagementTools•SixSigma•SupplyChainIntegration•CycleTimeReduction•TQMPeopleManagementTools•CoreCompetencies•KnowledgeManagement•PayforPerformance•Recruit&RetainCSNCSN’’ssSTRATEGYSTRATEGYIMPLEMENTATIONIMPLEMENTATIONMANAGEMENTMANAGEMENTTOOLS?TOOLS?6TodayToday’’ssknowledgeworkersknowledgeworkersInordertomanage,planorreacttocustomerdemands,yourknowledgeworkersmustlearntooperatesuccessfullyinthreekeyperformanceareaswithintheiroperatingunits:1.1.STRATEGICSTRATEGICLevelLevel(determiningcustomerservicedeliverygoals&requiredresources)2.2.OPERATIONALOPERATIONALLevelLevel(managetheimplementationprocessinordertoachievecustomerservicegoals,throughtacticalplanning&deploymentmeasures)3.3.DOINGDOINGLevelLevel(pullingyourcustomerservicelevers&pressingthecustomersbuttons“ifyouwill”toachievedesiredresults)7PerformanceFocusedPerformanceFocused––OPERATINGCULTURESOPERATINGCULTURESOfferCustomersUniqueValuePropositions—OutstandingCustomerServiceOutstandingOutstandingCustomerCustomerServiceServiceSatisfiedandLoyalCustomersSatisfiedandSatisfiedandLoyalLoyalCustomersCustomersSuperiorBottom-LineResults•Foreverycustomerwhocomplains,thereareatleast25whodon’t•Dissatisfiedcustomerssharetheirdissatisfactionwithothers•Loyalcustomerscost64%lessinrepeatsalesandnewproductlaunch•Retaininganexistingcustomercostlessthanacquiringanewone•Offeringrightproductsandserviceisnolongerenough,wemustnowprovidesolutions8HowToDevelopPerformanceFocusedOperations?CoreBusinessStrategyElementsProducts&ServicesCustomersProducts&ServicesCustomersWant&ValueWant&ValueEmployeesEmployeesWhoCareWhoCareBSC-StrategyDeploymentInitiatives--BSC-PerformanceManagement--+OutstandingOperatingOutstandingOperatingPerformancePerformance9HowwouldHowwouldyouimplementtheBSC?youimplementtheBSC?10ManagingAnyChangeEffectivelyManagingAnyChangeEffectively––nodoubtwealwaysneedtobeginwithcaution!nodoubtwealwaysneedtobeginwithcaution!——111010KeyFeaturesofaKeyFeaturesofa––BSCBSCPerformanceFocusedOperatingCulturePerformanceFocusedOperatingCulture1.CompetitiveifnotBESTprice2.Reliable,fastservice3.On-time-accuratedelivery4.Knowledgeableproduct-servicepartners5.Practical,on-targetsolutionsprovider6.24/7/365availability7.Multiplepointsofaccess(face-to-face,internet,fax,phone)8.Customer-focusedfeatures9.Value-addedbenefits(customertouches)10.Caring-trustingorganization(sales,service,support,admin,leadershipetc.)12AndAndcharacterizedby...characterizedby.........CustomerServiceExcellence(definedas):Theeffective&efficientprovisionofgoodsandservicesinawaythatmeetsorexceedsthecustomer'sexpectations.Customerserviceisaboutgainingandretainingcustomers.CommittedtoQuality&ContinuousImprovement:Meetingorexceedingcustomerservicerequirements,firsttimeeverytime,atthebestpossiblecostforbothparties13Us