银行平衡计分卡绩效管理英文文献及翻译 第5页
1. BSC should attach great importance to the strategic implementation of the strategy and conduction function, the next trip all actively involved in assessing targets and assessment standards setting.
BSC founder Professor Robert Kaplan • repeatedly stressed that the balanced scorecard is a strategic tool. Indeed, any assessment must be adopted "after" the evaluation and incentives to enterprises conduction strategic goals and short-term strategic goals, to serve as the future work of a "prior" guiding role. Therefore, the BSC should not be only in the subsequent assessment level, more important is to set targets and performance standards setting process, the clarity of strategic enterprises, Conduction enterprise strategies. Agricultural Bank of China, as larger enterprises, the complex organizational structure, business complex particularly cherished set of indicators, the senior should attach great importance to and actively participate in the Balanced Scorecard, make full use of the Balanced Scorecard project process in business (the cause of) and the operating block (regional branches) of full internal communication, formation of a strategic consensus and consensus phase strategy.
2. Indicators, and the weight of the evaluation criteria set to be scientific and rational thinking reflects the balance reflects strategic intentions and strategy.
Balanced Scorecard, its essence is to achieve financial and non-financial, process and results, long-term and short-term, internal and external balance, the indicators reflect a balance must design requirements, the pursuit of a long-term sustainable business development. Currently, the Agricultural Bank of China have started to retail business strategic restructuring of the retail banks, in the initial phase of transition. financial benefits would not necessarily be immediately apparent, this time, the designers must Balanced Scorecard from a strategic perspective, emphasizing customers, internal processes, learning and growth dimensions of the indicators, passed the assessment indicators to guide the expansion of the retail banking customer base, improve internal processes, do products, brands, services, channels and so on the basis of work and strengthen personnel training, to bring the future to enhance the effectiveness of strategic input, so as to lay a successful restructuring solid foundation.
3. Subjective evaluation should not become "compensatory evaluation", seemed to be "qualitative" indicators, we try to find the "quantitative" characterization.
Indicators are qualitative and quantitative market. In indicator design, the need to pay particular attention to is trying to ensure that the qualitative and quantitative indicators to the characterization, assessment to ensure the solemnity and authority. In the global financial services company’s cases, the failure of one of the lessons is that the unreasonable design of the subjective indicators, to open the door to favoritism, the competent often based on subjective preferences, rather than objective performance to scoring. In fact, even internal processes, learning and growth in the seemingly "soft" and seemingly "qualitative" indicators can and should be quantitative expression. For instance, the internal dimensions of the assessment process can be set to shorten the processing time of the goal, the error rate setting process, setting process and 原文请找腾讯752018766辣\文^论~文-网
http://www.751com.cn the top three objectives, and to achieve this goal, within three years must have 20% of their personal bank employees to get financial planners certificate, to further the goal line retail banks and their branches decomposition, quantitative indicators of visible. In summary, the assessment criteria to make "hard", so that BSC assessment as "incentive plan," instead of "compensation scheme."
4. The Balanced Scorecard indicators were set to break the division in departments, and promote teamwork, departmental coordination, the entire strength of the line with the overall strategy implementation.
Departments and horizontal imbalances are developed to a certain scale enterprises are facing a common problem. In a well-known private enterprises consumption of daily necessities to the case, The Company’s strategy is to continuously introduce new products to keep the company in the market, competitive advantage. Marketing departments and sales departments that old products saturated market trends, there is an urgent need for new products to increase market share, Sales performance falters largely due to successful sales of new products too little. And the technology sector feeling that the department's ability to develop or very strong and has developed an annual 100% of the new products, But doing very hard, and the low rate of successful, but other departments were always the accusations and complained. Each company, Marketing departments and sales departments are always on the technology sector's ability questioned Relations between departments cast a shadow. 上一页 [1] [2] [3] [4] [5]
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