Paul R. Niven's Balanced Scorecard Step-by-Step: Maximizing Performance and PDF

By Paul R. Niven

ISBN-10: 0470053712

ISBN-13: 9780470053713

ISBN-10: 0471780499

ISBN-13: 9780471780496

''As a practitioner and concept chief, Paul Niven is beautifully bridging the gulf among BSC idea and alertness via hands-on stories and real-world case reviews. The ebook presents a realistic highway map, step by step, to devise, execute, and maintain a profitable scorecard crusade. effortless to learn . . . tells a robust tale with classes learned/best practices from international consumer implementations. Must-read for an individual attracted to BSC or grappling with how one can create a strategically aligned organization.''—Vik Torpunuri, President and CEO, e2e Analytix''In Balanced Scorecard step by step, moment version, Paul Niven presents an intuitive and really powerful blueprint for transitioning strategic ambition to execution. Paul's pragmatic method presents leaders with a device for dealing with a company's trip from strategic rules to world-class functionality. The Balanced Scorecard is a masterful software for steering businesses via transformation, and that i communicate from own adventure while I say Paul's blueprint works! it's the most desirable advisor i've got obvious. Balanced Scorecard step by step will serve any chief good if their ambition is to successfully have interaction their groups in attaining a collection of strategic goals.''—Allan A. MacDonald, vp, revenues and client ideas Bell Canada nationwide Markets''Paul Niven has performed it again!!! With this ebook, he has extra operationalized the enlightened Balanced Scorecard idea right into a totally practical process that optimizes company execution and performance!''—Barton Johnson, President, monetary Freedom Senior investment company, The opposite loan expert

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Extra resources for Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results

Sample text

These measures should link together in a chain of cause-and-effect relationships from the performance drivers in the Employee Learning and Growth perspective all the way through to improved financial performance as ref lected in the Financial perspective. We are attempting to document our strategy through measurement, making the relationships between the measures explicit so they can be monitored, managed, and validated. Here is a typical example of cause and effect: Let’s say your organization is pursuing a growth strategy.

20 Like most people, I’m a fan of incentive plans because of the focus and alignment they can drive toward the achievement of a mutually benef icial goal. However, companies take many liberties when constructing these plans, and often the designs leave something to be desired. For example, it’s not at all uncommon for incentive plans to link a cash award with the achievement of a short-term f inancial target, such as quarterly earnings. In fact, in our meet-the-numbers-or-else culture, this evil twin of the effective compensation plan springs up frequently in boardrooms across the globe.

35 1 2 3 4 5 18. We do not have clearly defined performance targets for both financial and nonfinancial indicators. 1 2 3 4 5 19. ” 1 2 3 4 5 20. We sometimes make decisions that are beneficial in the short term but may harm long-term value creation.

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Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results by Paul R. Niven

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