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2003272290 |
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DLC |
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20240430144101.0 |
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050916s2003 enka b 001 0 eng d |
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| LC control number |
2003272290 |
| 015 ## - NATIONAL BIBLIOGRAPHY NUMBER |
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| National bibliography number |
GBA2-U2489 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
0470848715 : |
| Terms of availability |
34.95 |
| 040 ## - CATALOGING SOURCE |
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| Original cataloging agency |
UKM |
| Transcribing agency |
UKM |
| Modifying agency |
HKP |
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OCLCQ |
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DLC |
| 042 ## - AUTHENTICATION CODE |
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lccopycat |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
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HD30.28 |
| Item number |
.M325 2003 |
| 069 ## - |
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| -- |
08671808 |
| 090 ## - LOCALLY ASSIGNED LC-TYPE CALL NUMBER (OCLC); LOCAL CALL NUMBER (OCLC) |
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| Classification number (OCLC) (R) ; Classification number, CALL (RLIN) (NR) |
HD 30.28 .M325 2003 |
| 090 ## - LOCALLY ASSIGNED LC-TYPE CALL NUMBER (OCLC); LOCAL CALL NUMBER (OCLC) |
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| Classification number (OCLC) (R) ; Classification number, CALL (RLIN) (NR) |
HD 30.28 .M325 2003 |
| 245 00 - TITLE STATEMENT |
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| Title |
Making scorecards actionable : |
| Remainder of title |
balancing strategy and control / |
| Statement of responsibility, etc |
Nils-Göran Olve ... [et al.]. |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Chichester ; |
| -- |
Hoboken, NJ : |
| Name of publisher, distributor, etc |
Wiley, |
| Date of publication, distribution, etc |
c2003. |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xv, 304 p. : |
| Other physical details |
ill. ; |
| Dimensions |
24 cm. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc |
Includes bibliographical references (p. [296]) and index. |
| 505 0# - FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Scorecards 10 Years On--Fading Fad or Maturing Management? -- Scorecards as emerging best practice in management control? -- What a scorecard is, and why -- Getting a grip on intangibles -- Uses of scorecards -- Scorecards and information disclosure to the public -- Fad or emerging standard? -- Scorecards in Use -- Snapshots of scorecards -- How do organizations introduce scorecards? -- Aims for scorecard projects -- Developing the initial scorecards -- Introducing and using scorecards--a process view -- Challenges and critical issues in using scorecards -- Skandia's Experience from Navigating into the Future -- The first generation of Navigators at Skandia -- Communicating the Navigator -- Developing the second generation of Navigators -- How was Dolphin introduced and used? -- Facing technicalities -- Support from management -- Navigator meetings -- Cause-and-effect diagrams -- Finding the right indicators -- Summarizing the Navigator work at Skandia Connection -- Different ambitions in various units -- Turning the work with the Navigator into a routine -- Case Histories -- AMF Pension -- Company background -- Scorecards at AMF Pension -- British Airways at Heathrow -- Company background -- Scorecards at Heathrow -- Ericsson Enterprise -- Company background -- Scorecards at Ericsson -- Helsingborg -- Organization background -- Scorecards at Helsingborg -- HP Services -- Company background -- Scorecards at HP -- JAL Information Technology Ltd -- Company background -- Scorecards at JIT -- Jonkoping -- Organization background -- Scorecards at Jonkoping -- Lund Heart and Lung Centre -- Organization background -- Scorecards at Lund HLC -- Nordea -- Company background -- Scorecards at Nordea -- Oriflame -- Company background -- Scorecards at Oriflame -- Ricoh -- Company background -- Scorecards at Ricoh -- Scandinavian Airlines System -- Company background -- Scorecards at SAS Group -- Volvo Cars -- Company background -- Scorecards at Volvo Cars -- Xerox -- Company background -- Scorecards at Xerox -- Challenges -- The troubles we've seen ... -- Categories of challenges -- One more sad story -- During initial development -- During the continuous process -- Why -- What -- How -- Visualizing Strategies in Maps -- Creative visualizing -- The parts of the map -- Leading and lagging metrics: 'Drivers' and 'outcome measures' -- Modelling -- Who decides? -- Recommendations and implications -- Using Scorecards to Boost a Strategy-Grounded Dialogue -- A multitude of dialogues -- Dialogues within the management team -- Dialogues between management and superior managers -- Dialogues between management and other units in the organization -- Dialogues between management and employees -- The dialogue process -- Discussing the strategy map -- Validating the conjectured links -- Setting targets together -- Analysing results -- Using outcome metrics to spur action -- Taking scorecards to the next level: Working with playbooks to recognize patterns of opportunity -- Recommendations and implications -- Assigning Roles and Responsibilities for Operating Scorecards -- Assigning responsibilities for your scorecard project -- The driving force in a scorecard process -- Handling of scorecard tasks in local units -- Training a scorecard 'community' -- Relation to other planning and reporting -- Recommendations and implications -- Connecting Strategic Intent: Designing Interfaces Between Scorecards -- One firm, many scorecards -- Scorecards throughout an organization--how should they relate? -- Is a top-level scorecard necessary? -- What is the relation between scorecards at different levels? -- Can scorecards be used for just some units? -- How can scorecards be used for processes and matrix organizations? -- Can scorecards be used to collaborate with others? -- How do scorecards relate over time? -- Are we being too rational? -- A theoretical perspective -- Recommendations and implications -- How to Balance the Incentive System -- Are financial rewards required to operate a BSC? -- Multi-dimensional rewarding -- Embedding scorecards in the incentive scheme -- Safeguarding against opportunistic behaviour -- Operational considerations when implementing a balanced incentive scheme -- Be explicit about the incentive system before implementing it, and when relying on it in the operation -- Communicate performance regularly -- Avoid winner-takes-all schemes -- Promote team-based incentives -- Ensure the validity and reliability of the metrics used in the incentive system -- Recommendations and implications -- Using IT to Leverage the Scorecard -- When should IT be used in a BSC project? -- IT support in the initial stages of the scorecard project -- IT support when breaking down and linking the scorecard -- IT support when setting targets and monitoring performance -- IT support when managing strategic activities -- Choosing BSC software -- In-house productions (productivity-suite solutions) -- BSC stand-alone solutions -- Data warehouse solutions -- Add-ons to ERP systems -- Add-ons to process management systems -- Implementing BSC software -- Establishing the task-force -- Defining the requirements of the solution -- Selecting or developing the solution -- Designing roles and responsibilities -- Educating the users -- Ensuring that the IT investment pays off -- Recommendations and implications -- Prospects: BSC as a Tool for Modern Management -- Credo -- The future: Combining scorecards and other levers of control. |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
Over the last decade the concept of the Balanced Scorecard has attracted attention around the world and has been widely, and enthusiastically, adopted by many organizations as a means to assure that intended strategies are realized. However, in their work as consultants and researchers, the authors have noted that all too often expectations have not been met in practice. Following on from an earlier book (Performance Drivers, Olve, Roy and Wetter, Wiley 1999) this volume focuses on the hands-on experiences of companies across a broad range of organizations and the challenges that emerge as the scorecards are put into operation. If these challenges are not met they may hamper or even erode the implementation of scorecards -- even though the concept as such is valid. Identifying achievements as well as failures, this book looks at the challenges encountered by successful companies when operating their scorecards, and shows how they manage these problems. Based on the experiences of leading world companies such as Skandia, British Airways, Oriflame, Hewlett-Packard, Xerox, Ericsson, Scandinavian Airlines and others, the authors put forward a set of issues in designing scorecards and scorecard processes. If managed correctly, an organization is able to reap the benefits and realize the potential from its scorecard implementation. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Strategic planning. |
| 9 (RLIN) |
81563 |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Olve, Nils-Göran, |
| Dates associated with a name |
1947- |
| 9 (RLIN) |
81564 |
| 852 ## - LOCATION/CALL NUMBER |
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| -- |
p34.95 |
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04-09-2005 |
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08-12-10 |
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08-06-10 |
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Books |
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audmc |
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04-09-05 |
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m |
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a |
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- |
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eng |
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enk |
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0 |
| 905 ## - LOCAL DATA ELEMENT E, LDE (RLIN) |
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| a |
Nils-Goran Olve is Adjunct Professor at Linkoping University. He works extensively in management training |
| 905 ## - LOCAL DATA ELEMENT E, LDE (RLIN) |
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| a |
Carl-Johan Petri holds a PhD from Linkoping University and is now a partner in The Concours Group in Stockholm |
| 905 ## - LOCAL DATA ELEMENT E, LDE (RLIN) |
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Jan Roy is a senior partner in The Concours Group and head of its European consulting, based in Stockholm |
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| a |
Sofie Roy is a PhD Student in the School of Business at Stockholm University |
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