Arguably, the problem in most companies with performance measurement isn't that we don't have enough - quite the opposite. It's that we have too much and that what we have is unfocused lacks a real connection to strategy, lacks coherence down and across the organisation and fails to drive the behaviours and results we seek. The balance scorecard is a performance management framework that seeks to address these shortcomings
On completion of this course, participants will have a greater understanding of:
- What the balanced scorecard is and its purpose
- Its importance in terms of strategy and its delivery
- The four perspectives - customer, financial, Business process and innovation and learning
- The inevitable interdependency of measures and cause and effect outcomes.
Authored by: John McKenzie
John McKenzie has over 20 years' experience during which he has undertaken ABC/M implementation work at a range of companies including Halifax Plc, British Airways, Seeboard Electricity, London Electricity, British Gas, ADNOC (Abu Dhabi National Oil Company), Sharwoods, Vauxhall Motors, IBC Vehicles, MATAV(Hungarian Telecom), Glasgow City Council, Royal Sun Alliance, NatWest, and Unilever International. His book ABC/M to the Max was published in 2008.
CPD Points: 1
CPD Duration (hours): 1
Access: 12 months from purchase date