по Fernanda Arçari Fachetti 8 лет назад
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Welcome!
This Smart Map helps you to plan a performance improvement project using Kaplan & Norton's Balanced Scorecard.
This type of project requires senior level sponsorship and a good knowledge of your company's strategies and operations. The Balanced Scorecard technique works by establishing insightful measurement points in four areas of operations, which reflect a balance of internal perspectives, external perspectives, past performance and future potential.
This Smart Map helps you to create an initial dashboard for outlining a Balanced Scorecard project, and reaching consensus with your colleagues about the principles, objectives and approach.
There are many variations on the Balanced Scorecard technique, which itself has evolved since first designed. Large organisations with complex strategies need a more sophisticated network of strategies and measurements. But the basic 4-quadrant scorecard described in this map still works well for smaller organisations. The principle of finding the right things to measure, measuring them consistently, and taking action to improve the results applies in any size of organisation.
Where next?
It is unlikely that you will be able to complete even an outline plan for a Balanced Scorecard project in one pass of this Smart Map wizard.
You can return to this map and re-use the Wizard as many times as you like. You can also click on the Wizard callout on the topics to work on a specific area of the map.
When you are happy that you do not need the Smart Map wizard any more, you can 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!
Enter your organisation's name
Begin by entering your organisation's name in the central topic, then press Enter.
Planning your next actions
In this part of the map, we plan out some initial actions for your Balanced Scorecard project. You can use this map to develop the plan further, and keep track of actions as you make progress.
Add an action
Add an action for the maintenance phase of your project, once the first round of improvement initiatives have been made. Think about:
Add an action
Add an action for the execution phase of your project. Think about:
Add an action
Add an action for the initiation phase of your project. Think about:
The Balanced Scorecard perspectives
The four perspectives of the Balanced Scorecard technique help to ensure that you are making measurements across all the important areas of your business.
You can 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.
The measurements suggested are very generic and are not exhaustive. They are intended to give you ideas to think about, not as an exclusive list to choose from.
Learning and growth perpsective
Measurements in the Learning and Growth perspective reflect the commitment and capabilities of your staff. This is a long-term lead factor which could be masked by financial measures alone.
Motivação e equipe de engenharia florestal
Add an employee motivation measurement
Add an employee motivation measurement that reflects the attitude of your staff and predicts future performance. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Controle de Sistemas
Informação rápida
Add an information systems measurement
Add an information systems measurement that reflects the quality and accessibility of information available to your employees. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Produtividade Alta
Add an employee capability measurement
Add an employee capability measurement that reflects the skills, knowledge and performance of your employees, and predicts future capabilities. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Internal business process perspective
Measurements in the internal process perspective show how effectively your company is operating. Historically, measurements around efficiency and product quality have led the way, but 'internal processes' includes things like innovation, procurement, delivery and customer service - in fact any process that is critical for achieving customer and shareholder objectives.
Management of internal processes only through financial measures can bypass other objectives, as financial metrics are usually retrospective. Processes need to be forward-looking and to anticipate the effect that they can have in other areas.
Serviços de Bordo
Add an operations measurement
Add an operations measurement that reflects the production performance. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Importação
Exportação
Add an after-sales service measurement
Add an after-sales service measurement that reflects the performance of customer support. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Indústrias de Materiais
Indústrias Farmacêuticas
Indústrias Alimentícias
Add an innovation measurement
Add an innovation measurement that reflects innovation in your organisation. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
External customer perspective
Measurements in the external customer perspective indicate future business potential by reflecting what customers think of your organisation, and how well you are meeting their needs. This influences the likelihood of purchasing and winning new customers.
You may have already identified some measures by considering customers as stakeholders, or by having customer satisfaction as part of your objectives and strategy.
Add an external customer measurement
Add an external customer measurement that reflects future potential. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Financial perspectives
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.
Although the financial statements of a company usually show this, they are detailed and may not be part of regular management processes. You may benefit from taking a small number of measurements more frequently, to monitor changes and take action.
Add a financial measurement
Add a financial measurement that reflects achievement and progress. You can choose from the typical ones suggested, or preferably create your own.
Measurements should be:
Who will support your project?
Support for your project is vital. There is no value in conducting a detailed analysis, then failing to drive change from it.
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.
Add a key role to your project
Add a key player to your project. Think about:
Some people might interpret measurement and improvement initiatives as exercises in blame. Many people believe that their function is at the heart of the business, and that change elsewhere is higher priority. So support for your project from day one is vital.
Project objectives
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 objectives and measuring progress towards them.
What are your objectives?
Add an objectives for your Balanced Scorecard project. Think about:
Add an objective that is important to your company and press Enter.
Communicating results
Continually communicating the results of your Balanced Scorecard project is vital. Otherwise, like a well-designed strategy that is not communicated, it makes no real difference, and people will learn to ignore initiatives like this.
Review and analysis
Who will review the results, and what actions can they take? Think about:
Add an action
Add an action for reviewing and applying the measurements
Dashboard design
What factors will influence the design of your dashboards, to keep people informed? Think about:
Add an action
Add an action for designing your dashboards to communicate measurements and improvements
Distribution of results
How will the results of your project, and the background information that supports it, be distributed in your company?
Add an action
Add an action for sharing the measurements from your project
What is your mission and strategy?
Another way to identify areas for measurement and management is through your mission, objectives and strategy.
If these are not clearly defined and communicated, then this fundamental issue must be resolved first, otherwise you have no reference point for decisions on improvements.
If these are clearly defined, then gaps in performance will be due to gaps in their implementation, or gaps in their definition.
Measuring against strategy
If your mission, objectives and strategy are clearly defined, then how can you measure against this strategy?
What figures would show whether the strategy was being used, and whether it is working?
For example, if one of your objectives is to appoint 10 new resellers this year, then are you measuring and publishing progress, and taking action to keep this on track? Or are you waiting until the end of the year?
Add a measurement
Add a measurement against objectives or strategy. Measurements should be:
What is the status of your strategy today?
Add comments about the status of your strategy today. Is it:
Add a strategy statement
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
Who are your stakeholders?
In order to identify measurements that give insights into performance, it will be helpful to be clear about the needs of all the stakeholders in your company. In this part of the map, we will make a list of stakeholders and their needs.
This will help to identify areas of measurement and improvement in meeting these stakeholder needs.
Estudantes
Professores
Técnico de Engenharia
Técnico de Informática
Técnico de Biologia
Técnico de Logística
Suporte de Informática
Segurança
Apoio do Estado
Add a stakeholder
Add a stakeholder who has an interest in the success of your organisation. You can choose from the suggestions, or better, add stakeholders that are specific to your company.
Measuring performance against stakeholder needs
How is your organisation performing in terms of meeting strategically important stakeholder needs?
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?
IBAMA
Add a measurement
Add a measurement that show you understand stakeholder needs and are meeting them. Measurements should be:
Stakeholder needs
What are the needs of this stakeholder?
How will they judge your performance?
What does success look like to them?
What will keep them engaged and supportive?
Estrategistas
Pesquisadores
Biólogos
What are their needs?
Add a stakeholder need.
