Balanced Scorecard Diagnostics
Maintaining Maximum Performance
Published on 1. April 2005
224 pages
978-0-471-74690-4 (ISBN)
Description
The complete guide to analyzing and maximizing a company's balancedscorecard
Presenting the next step for balanced scorecard implementation,Balanced Scorecard Diagnostics provides a step-by-step methodologyfor analyzing the effectiveness of a company's balanced scorecardand the tools to reevaluate balanced scorecard measures to drivemaximum performance. CEOs, CFOs, CIOs, vice presidents, departmentmanagers, and business consultants will find all the essentialtools for analyzing a balanced scorecard methodology to determineif it's running at maximum performance and for seamlesslyimplementing changes into the scorecard.
Paul R. Niven (San Marcos, CA) is President of the Senalosa Group,a consulting firm exclusively dedicated to helping businesses getbest-in-class performance. He is the author of two successfulbooks, Balanced Scorecard Step-by-Step (0-471-07872-7) and BalancedScorecard Step-by-Step for Government and Nonprofit Agencies(0-471-42328-9), both from Wiley.
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Other editions
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Book
05/2005
1st Edition
Wiley
€47.00
Shipment within 10-20 days
Person
PAUL R. NIVEN is President of the Senalosa Group, a consulting firm exclusively dedicated to helping businesses reach breakthrough results using the Balanced Scorecard. In addition to publishing articles on performance management in Journal of Cost Management and Journal of Strategic Performance Measurement, he is the author of the highly successful books, Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results and Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies, both published by Wiley. He may be reached through his Web site at senalosa.com.
Content
Preface.
Acknowledgments.
Chapter 1: The Current State of the BalancedScorecard.
The Road Ahead.
Why the Balanced Scorecard Has Risen to Prominence.
The Balanced Scorecard.
Is the Balanced Scorecard Here to Stay?
Chapter 2: First Things First.
Why Balanced Scorecard and Why Now?
Who Owns the Balanced Scorecard?: Exploring ExecutiveSponsorship.
Self-Assessment Questions.
Chapter 3: Before You Measure.
Your Balanced Scorecard Team.
Balanced Scorecard Training.
Getting the Word Out: Communication Planning.
Terminology and the Balanced Scorecard.
Your Balanced Scorecard Implementation Plan.
Chapter 4: Strategy Maps.
Developing the Strategy Map.
Personalizing Your Strategy Map.
Chapter 5: Measures, Targets, and Initiatives.
Performance Measures.
Adding Meaning to Measurement through the Use of Targets.
Mapping and Prioritizing Organizational Initiatives.
Chapter 6: Cascading the Balanced Scorecard to DriveOrganizational Alignment.
Developing Implementation Principles for Cascading Success.
Understanding the Highest-Level Balanced Scorecard.
Cascading Is Based on Influence.
Reviewing Cascaded Balanced Scorecards.
Chapter 7: Key Balanced Scorecard Process Linkages:Budgeting, Compensation, and Corporate Governance.
Strategic Resource Allocation: The Balanced Scorecard andBudgeting.
Linking Pay with Performance:The Balanced Scorecard andCompensation.
The Balanced Scorecard and Corporate Governance.
Chapter 8: Sharing Balanced Scorecard Results: Reporting andStrategy-Centered Management Meetings.
Reporting Balanced Scorecard Results.
The Strategy-Centered Management Meeting.
Appendix 8A: Choosing Balanced Scorecard Software.
Chapter 9: Building the Balanced Scorecard at Aliant,Inc.
Pouring a Foundation for Balanced Scorecard Success.
Aliant's Strategy Map, Performance Measures, Targets, andInitiatives.
Cascading the Balanced Scorecard to Build OrganizationalAlignment.
Reporting Balanced Scorecard Results.
Everybody Wins: Linking the Balanced Scorecard to IncentiveCompensation.
Aliant's Balanced Scorecard Results.
Index.
