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The
Intoduction Chapter Implementing Strategy: The Balanced Scorecard and the Value Chain. Our View Special Report ( Implementation of BSC on IT )
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—Adoption and Implementation in a practical context— Thesis by Simone Wenisch Department of Business Administration Umeå School of Business and Economics Umeå University |
| 9 Steps for Implementation |
A Balancing Act
The challenges confronting healthcare are complex, and no overnight solution will make the problems disappear. Taking a calibrated approach to performance improvement, however, can help hospitals and health systems regain control and realize substantial benefits. Combining Six Sigma with the Balanced Scorecard may be the best way to reach and sustain a new level of organizational excellence. From Bradley Schultz & GE Medical Systems.
One of the crucial elements of the project charter in the define phase of a Six Sigma project is the selection of project metrics. Proper project metrics should reflect more than just business and customer measurables, and a Balanced Scorecard approach can help. From Shree Phadnis and iSixSigma.
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Building balanced scorecard with SWOT analysis and
[PDF-39K] Jan 2002 Building balanced scorecard with SWOT analysis, and implementing...linking the SWOT analysis with the balanced scorecard, an organization can balance its...0268-6902] Keywords SWOT analysis, Balanced scorecard, Quality function deployment, Stategy... |
Classification Of Balanced Scorecards. Classification Of Balanced Scorecards Based On Their Effectiveness As Strategic Control Or Management Control Tools. PDF-file. For details, please visit: http://www.2gc.co.uk/pdf/2GC-PMA02-3f.pdf Our Server
| Financial |
For the recorded history of management, the world has managed value creation
according to what can be seen, touched and proven. In today's knowledge-based
economy, value creation is derived primarily from how well firms manage
intangibles (knowledge, service, expectations, response time, innovation, change
management, etc). The large capital outlays that signified the manufacturing
economy are no longer required. In fact, such 'tangibles' now explain less than
20% of the value of most publicly listed firms. For example, Time Warner has
only 6.49% of its value attributable to tangibles. As such, for every $1 of true
value, only $0.065 cents is being measured and managed by conventional
management practices. For Oracle Corporation, tangibles account for only 4% of
its value. For General Electric (worth over US$450 billion), tangibles account
for less than 11% of its value.
Intention, context, emotional intelligence, escalation, and sustainability are
words that are generally absent from the operational management techniques of
managers worldwide. They form, however, the basis of skills required to manage
organizations in today's knowledge-based economy. The authors investigate the
ways that intangible values can be identified, measured, and managed. Their
revolutionary and innovative taxonomy not only reveals fundamental differences
between a manufacturing economy and one which creates value through knowledge,
relationships, and time. By using case studies, a compelling mixture of theory
and applications, and a set of accounting tools, the authors demonstrates how a
new value framework can protect investors while giving companies the ability to
generate long-term growth.
"The intangibility of a company's most important assets makes it extremely hard to figure out what that company is really worth."
Paul Krugman, MIT economist and New York Times columnist
Some prominent minds have voiced their opinions, some of them as long as 15 years ago.
"Corporate management accounting systems are inadequate for today's environment."
H. Thomas Johnson and Robert S. Kaplan (1986)
"There are going to be a lot of problems in the future."
Federal Reserve Board Chairman Alan Greenspan warned in January 2000 that accounting wasn't tracking investments in knowledge assets.
"There's a need to move to a new level in accounting, one that measures a company's momentum in terms of market position, customer loyalty, quality, etc. By not valuing these dynamic perspectives, we are misstating the value of a company as badly as if we were making mistakes in addition."
VC and business writer William Davidow ("The Virtual Corporation",1993)
"Some of the most useful information is not necessarily the most reliable, and some of the most reliable is not necessarily the most useful."
Steven Wallman, SEC Chairman
"Without measurements that correspond to value drivers, managers are not going to make decisions that best serve economic growth."
Robert K Elliott Chairman American Institute of Certified Public Accountants
"For capital markets to function best, financial statements need to be as informative as possible"
Professor Baruch Lev
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The Association Between
Activity-Based Costing And Improvement In Financial Performance A Summary of Activity-Based Costing Best Practices
Enriched Performance Data Jul 2003 Activity Based Costing Best Practices 1999 The Supply...ginter.1@osu.edu 1 A Summary of Activity-Based Costing Best Practices Prepared by: The...Categories 5 Nine steps for an Activity-Based costing system 8 Identify and assess needs... Heresy: Call it Anything but Accounting! Activity Based Costing: How ABC is Used in the Organization
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Beyond Budgeting
Spreadsheet hell?Despite all the new technology pitched at CFOs, the humble spreadsheet remains a valued tool. A new actBoards are focusing much more on CFOs since corporate governance became a hot issue. Finance chiefs are not so sure they like the extra attention. Labyrinthine waysWhy lobbying Brussels is becoming an essential part of doing business.
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The
Operations Perspective
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The
Learning & Growth Perspective TRAINING Our Server
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Value Networks
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All PRISM's research output has now been made available for download All research papers (totalling more than 60) and the 15 case studies produced by the PRISM researchers over the last 18 months have now been made available online. They are categorised by the work package team who produced them. Each work package contains a series of papers as well as a final report (numbers 3.8, 4.16, 5.9, 6.3, 7.3 & 8.2). Click here for the full menu.
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| Books | Links | Definitions | Articles | Readings |
Appendix 1
Turban, Leidner, McLean, Wetherbe
ISBN 0-471-70522-5, © 2006
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