A Practical Guide to Using the Balanced Scorecard performance drivers Nils-Goran Olve, Jan Roy and Magnus Wetter Since the groundbreaking work of Robert S. Kaplan and David P. Norton, the concept of the Balanced Scorecard has achieved increasing popularity in the business world. Previously, many organizations had built their business objectives around financial targets and goals that bore little relation to a long-term strategic vision. Typically, this leaves a gap between the development of a company's strategy and its implementation. The business scorecard, however, provides a more 'balanced view' by looking at not just-financial concerns, but also customers, internal business processes, and learning and growth. But it is not just a system of performance measurement - by focusing on future potential success it can be used as a dynamic management system that reinforces, implements and drives corporate strategy forward. In this book, the authors draw on their extensive experience with scorecard projects to provide a step-by-step method for introducing the Balanced Scorecard into an organization. This is done through the use of some of the most important practical examples in existence, with case studies from ABB, Coca Cola, Electrolux, British Telecom, Nat West, Skandia and Volvo. The desired strategic control system using scorecards that is presented focuses on creating and communicating a total comprehensive picture to all members of the organization from the top down, a long-term view of what the company's strategic objectives really are, how to make use of knowledge gained through experience and the required flexibility of such a system to cope with the fast-changing business environment. This book will provide senior and operational managers, consultants and business academics with a comprehensive view of emerging Balanced Scorecard practice supported by both business advice and a theoretical foundation. Reflections on the relations between the Balanced Scorecard and other areas, such as TQM, information systems and intellectual capital and knowledge management are also made. Business Strategy

Become a better performance driver with Speed Secrets With the promise of autonomous vehicles in our near future, and current cars equipped with all sorts of mind-boggling driver aides, many feel that the art (and science) of performance driving has been lost - or will be. But no! For every device designed to take the act of driving out of our hands, the desire to actively participate in the control of a car becomes even stronger for driving enthusiasts. One only needs to look at the number of performance cars available today to see that the desire to truly drive is still in strong demand. In Speed Secrets: The Lost Art of Performance Driving, Ross Bentley explains in plain language how you can become an even better performance-oriented driver, whether it's to enjoy a twisty mountain highway, to take that secret back-road route to work, or to participate in a track day on a racing circuit. From how best to use your car's controls, to cornering, to dealing with adverse driving conditions, this book will make you a better performance driver. Along the way, you'll learn what ABS, traction and stability control, self-braking systems, and semi-automatic transmissions do and how best to incorporate them into your driving. Speed Secrets: The Lost Art of Performance Driving will help you understand your car well and be an even better, faster driver. Most importantly, it will fuel your passion for driving!

The globalized economy, dominated by the diffusion of innovation and social, political, and economic changes, allows people and knowledge to flow without knowing what lies ahead. As new economies emerge and technologies impose significant changes, the internationalization of markets and industries has made defining its delimitation more difficult. Competitive Drivers for Improving Future Business Performance is a conceptualized reference source that discusses the use of digital skills to manage change in volatile contexts and provides fundamental understanding of competitive advantage to guarantee superior performances. To assure this level of performance, a set of choices (drivers) must be created ensuring operational efficiency, innovative products, customer knowledge-base, and focused branding. Featuring research on topics such as consumer experience, strategic leadership, and flexible technologies, this book is ideally designed for managers, executives, entrepreneurs, academicians, consulting professionals, researchers, industry professionals, and students seeking coverage on how to improve competitive performance in an era of uncertainty.

This book explores how to design and implement planning & control (P&C) systems that can help organizations to manage their growth and restructuring processes in a sustainability perspective. The book is not designed to enable the reader to become an experienced system dynamics modeler; rather, it aims to develop the reader’s capabilities to design and implement performance management systems by using a system dynamics approach. More specifically, the book shows how to develop system dynamics models that can better support an understanding of: -What is organizational performance and how to frame and measure it; -How to identify and map the processes underlying performance; -How to design and implement a dynamic performance management system and link it to strategic planning; -How to tie strategic resource dynamics to processes and performance indicators; -How to link strategic resources, and performance indicators to responsibility and incentive systems. Using a dynamic performance management approach can improve an organization’s capability to understand and manage the forces driving performance over time, as well as set goals and objectives that may properly and selectively gauge results and match them to the key responsibility areas in the planning process. The dynamic performance management approaches covered in the book are beneficial to performance management analysts, enabling them to frame their professional field within the broader context of the system. The book also includes numerous case studies and dynamic performance management models for providing examples of how dynamic performance management works in practice. In addition, a literature review is included to provide a guideline for further improvements to those readers who wish to develop relevant, specific, and detailed system dynamics modeling skills and to establish the foundation for teaching system dynamics applied to performance management in organizational and inter-organizational contexts. This is particularly relevant for graduate students who have taken system dynamics courses and need to apply their own skills to business and public management.

"Vivek Kale has written a great book on performance management that focuses on decision-making; on continuous, incremental improvement; and on identifying common patterns in becoming a more intelligent organization." —James Taylor, CEO of Decision Management Solutions and author of Real-World Decision Modeling with DMN "Introducing the concepts of decision patterns and performance intelligence, Vivek Kale has written another important book on the issues faced by contemporary organizations."—Gary Cokins, author of Predictive Business Analytics and Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics Enterprise Performance Intelligence and Decision Patterns unravels the mystery of enterprise performance intelligence (EPI) and explains how it can transform the operating context of business enterprises. It provides a clear understanding of what EPI means, what it can do, and application areas where it is practical to use. The need to be responsive to evolving customer needs and desires creates organizational structures where business intelligence (BI) and decision making is pushed out to operating units that are closest to the scene of the action. Closed-loop decision making resulting from a combination of on-going performance management with on-going BI can lead to an effective responsive enterprise; hence, the need for performance intelligence (PI). This pragmatic book: Introduces the technologies such as data warehousing, data mining, analytics, and business intelligence systems that are a first step toward enabling data-driven enterprises. Details decision patterns and performance decision patterns that pave the road for performance intelligence applications. Introduces the concepts, principles, and technologies related to performance measurement systems. Describes the concepts and principles related to balance scorecard systems (BCS). Introduces aspects of performance intelligence for the real-time enterprises. Enterprise Performance Intelligence and Decision Patterns shows how a company can design and implement instruments ranging from decision patterns to PI systems that can enable continuous correction of business unit behavior so companies can enhance levels of productivity and profitability.

An ongoing study of some 3,000 firms is the basis for this measurement system for evaluating the role and value of the human resource department. The system is designed to embed human resources within a firm's overall strategy and to manage the human resources architecture as a strategic asset. Examples from leading companies show how to develop and implement the system and how to link the human resources department's results to measures, such as profitability and shareholder value, that line managers and senior executives can understand. Becker is professor and chair of organizations and human resources at the State University of New York-Buffalo. c. Book News Inc.