Et ensuite ?
Where next?
You can return to this map and re-use the Wizard as many times as you like.
Save the map as a normal Mindomo map and continue to work with it, using more of Mindomo's features.
Good luck with your project!
Notre projet
Begin by entering your organisation's name in the central topic, then press Enter.
Plan d'action
In this part of the map, plan out some initial actions for your Balanced Scorecard project.
Use this map to develop the plan further and keep track of actions as you make progress.
Phase de maintenance
vérifier, changer, réparer
Add an action for the maintenance phase of your project, once the first round of improvement initiatives have been made. Think about:
- Regularly repeating measurements and reviewing trends
- Rewarding improvements
- Reviewing the effectiveness of the process
- Improving measurements for better results
- Realigning the programme with updates to objectives and strategy
- Maintaining communications and training
- Soliciting and acting on feedback
Exécution/ mi terme
Vérifier l'efficacité, la bonne gestion, les méthodes, techniques et stratégies.
Add an action for the execution phase of your project. Think about:
- Identifying strategic measurements that reflect progress and potential for improvement
- Finalising a shortlist of a handful of measurements
- Designing measurements so that they have integrity and can be relied upon
- Agreeing measurements and targets with the people who will be affected by initiatives for change
- Creating a first set of benchmarks
- Communicating results for all to see
- Explaining what the measurements mean
- Working out what actions to take, and taking them
Commencement
Plan annuel, bi annuel, quinquennal (à court terme ou long terme)
Add an action for the initiation phase of your project. Think about:
- Getting corporate sponsorship
- Communicating and selling your project
- Forming a team
- Getting buy-in from those affected
- Identifying and helping those who may react negatively
- Resolving any lack of clarity over mission and strategy
- Communicating mission and strategy
Perspectives d'avenir
The four perspectives of the Balanced Scorecard technique help ensure that you are making measurements across all the important areas of your business.
Use the sections below to help identify further measurements, and to group any measurements that have already been identified by examining your stakeholder needs and strategy.
Perspectives d'agrandissement, de croissance
Perspective interne sur le processus de gestion
Perspectives des clients
Measurement
Add an external customer measurement that reflects future potential. Choose from the typical ones suggested, or preferably create your own.
Measurements should be:
- Capable of consistent measurement
- Agreed to be more fact than opinion
- Can have a meaningful target value set
- Capable of improvement, by taking action
- Agreed as representative by the people taking action
- Not easy to manipulate to simulate success
- Not a 'blame' factor that picks out individuals
Market shareCustomer acquisitionCustomer retentionCustomer satisfactionCustomer profitabilityProduct or service attributesCustomer relationshipsImage and reputation
Perspectives financières
Trouver des financements ?
Measurements in the Financial perspective show whether your company has performed well financially, where improvements can be made, and whether it is in a secure position.
Add a financial measurement that reflects achievement and progress.
L'équipe
Support for your project is vital.
If your project is successful at identifying the need for significant change, then you can be sure there will be barriers to change and people to convince.
Agents
Employés
Secrétaires
Ouvriers
Add a key player to your project. Think about:
- A project manager
- Corporate sponsors to influence and authorise change
- Buy-in from senior management
- Buy-in from team leaders who will need to implement change
- Buy-in from people already involved in other improvement initiatives
- Buy-in from anyone who is likely to resist focus on performance and change
- External expertise
Objectifs
A Balanced Scorecard project will require resources and long-term commitment, and the results must be used to implement change, otherwise, it will die. In the same way that Balanced Scorecard is based on measurements, you should identify the KPIs for the project itself by agreeing on objectives and measuring progress towards them.
Créer, élaborer, fournir, gérer, vendre...
Add an objective for your Balanced Scorecard project. Think about:
- Establishing an environment of management by measurement
- Identifying and correcting imbalances between internal/external factors and past/future indicators
- Identifying areas for improvement, taking action and evaluating results
- Identifying and reacting to trends
- Communicating strategy
- Aligning action with strategy
- Assessing whether strategy is being followed
- Assessing whether strategy is working
Communications
Continually communicating the results of your Balanced Scorecard project is vital.
Le promoteur
Il promeut
Responsable communication
Il est responsable de la communication
What factors will influence the design of your dashboards, to keep people informed?
Add an action for designing your dashboards to communicate measurements and improvements.
Le conseiller
How will the results of your project, and the background information that supports it, be distributed in your company?
Add an action for sharing the measurements from your project.
Budget
Comptable
Tient un échéancier
Calcule les coûts, les dépenses.
Stratégie
Identify areas for measurement and management by thinking about your organization's mission, objectives and strategy.
Planificateur
Il planifie
Add a measurement against objectives or strategy. Measurements should be:
- Capable of consistent measurement
- Agreed to be more fact than opinion
- Can have a meaningful target value set
- Capable of improvement, by taking action
- Agreed as representative by the people taking action
- Not easy to manipulate to simulate success
- Not a 'blame' factor that picks out individuals
Conseiller
Il conseille
Add comments about the status of your strategy today. Is it:
- Clearly defined and well communicated?
- Clearly defined, but not well known or understood?
- Defined, but known to be out of date?
- A bit informal or changeable?
- Not really defined at all?
- What action do you need to take?
Analyste
Il analyse
Add a statement about your mission, objectives or strategies.
If you are not clear on these, then consider using a VMOST analysis to create them.
Direction
Gestionnaire
Il gère
Gère un actif. Par exemple gestionnaire d'actifs.
Directeur
Il dirige
Le chef d'un département. Ex : Directeur financier
Coordinateur
In order to identify measurements that give insights into performance, be clear about the needs of all the stakeholders in your company.
Add a stakeholder who has an interest in the success of your organization.
You can choose from the suggestions, or better, add stakeholders that are specific to your company.
CustomersConsumersOwnersShareholdersStaffMembersRegulatorsThe communityPartnersSuppliers
Il coordonne
Plusieurs choses, services à la fois.
Add a measurement that shows you understand stakeholder's needs and are meeting them.
- Where stakeholders have a choice, how well are you performing in comparison to your competitors?
- What measurements could you make that would show whether you are meeting their needs?
