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所在平台: Udemy |
课程主页: https://www.udemy.com/course/balanced-scorecards-l/
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课程名称：平衡计分卡 课程概述： 《平衡计分卡》课程旨在通过四个不同的视角：财务、客户、创新与学习、内部业务流程，来连接企业业绩指标，以实现与企业战略愿景的对齐。平衡计分卡作为一种管理工具，能够为利益相关者提供全面的进展衡量，帮助组织朝着战略目标的实现方向前进。 课程强调以下平衡： - 内部与外部指标之间的平衡 - 客观指标与主观指标之间的平衡 - 绩效结果与未来结果驱动因素之间的平衡 学员将学习如何根据自身公司特点定制平衡计分卡，以评估和衡量组织绩效。平衡计分卡能够为组织提供一个全面的绩效管理系统，兼顾短期与长期的视角，超越传统的销售与市场思维。 平衡计分卡首次由哈佛商学院的罗伯特·卡普兰和大卫·诺顿于1990年代初提出，之后这一概念迅速传播并被广泛应用。为了提高清晰度和实用性，卡普兰和诺顿建议限制平衡计分卡所用指标的数量，并将其分为四组，强调指标选择应着眼于战略计划实施的相关信息，同时使用简单的态度问题来帮助确定指标在四个视角中的合理分配。 通过本课程，学员可以深入了解平衡计分卡框架及其应用，为组织的绩效管理提供理论支持和实践指导。
The ‘Balanced Scorecard' links performance measures by looking at a business's strategic vision from four different perspectives: financial, customer, innovation and learning, and internal business processes. The Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.The balanced scorecard translates the organization's strategy into four perspectives, with a balance between the following:•between internal and external measures•between objective measures and subjective measures•between performance results and the drivers of future resultsYou should use the balanced scorecard to assess and measure the performance of your organization by customizing the balanced scorecard as per whatever makes sense for your company. A balanced scorecard helps to provide a balanced performance management system to an organization. This is because a balanced scorecard takes into account both short-term and long-term views, which is outside the Sales & Marketing mindset.The Balanced Scorecard was first introduced in the early 1990s through the work of Robert Kaplan and David Norton of the Harvard Business School. Since then, the concept has become well known and its various forms widely adopted across the world.To aid clarity and utility, Kaplan and Norton proposed that the number of measures on a Balanced Scorecard should also be constrained in number, and clustered into four groups. Kaplan and Norton proposed that measure selection should focus on information relevant to the implementation of strategic plans, and that simple attitudinal questions be used to help determine the appropriate allocation of measures to perspectives (Kaplan and Norton, 1992).
