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360° View: Reports & Alerts
Do you wish you had access to information that could help you quickly identify trends and effectively manage your business? Complete supply chain visibility is not just for the largest companies anymore. Check out these resources to learn more about how executive dashboards and monitoring key performance indicators using the Balanced Scorecard approach could breathe new life into your bottom line.
Videos
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Fraud and the tone at the top
When you’re not closely monitoring your company’s performance in an environment that lets your employees know you’re paying attention, you may be opening yourself up to employee fraud. Fraud and the Tone at the Top is a web-based video training program produced by the ACFE in cooperation with the AICPA, to help the US business community provide corporate fraud prevention training to personnel at all levels. |
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Sage’s On The Hotseat
Have a little fun with Sage and see how one CEO stands up against economic adversity. Increased visibility would be a great asset for this leader! |
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IBM See Barriers As Inspiration
O'Neill Europe implemented an IT system to gather retailer data, standardize it, then combine it with inventory data and photos -- all of which gave O'Neill better insight into the sell-through rate of their products on retail floors. |
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ZD Net – Implementing The Balanced Scorecard
Once you understand what the Balanced Scorecard is, how can you begin to use it to help stear your organization? |
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ZD Net – Understanding Balanced Scorecards
What exactly should you monitor? Learn about how you can use Kaplan & Norton’s Balanced Scorecard Strategy for your business. |
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Executive Dashboards
Monitor your business in real-time so you can make important decisions while there’s still time to change course. |
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Whitepapers
Recommended Reading
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Balanced Scorecard Basics
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.
It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. |
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NetMBA – Balanced Scorecard
Traditional financial performance metrics provide information about a firm's past results, but are not well-suited for predicting future performance or for implementing and controlling the firm's strategic plan.
By analyzing perspectives other than the financial one, managers can better translate the organization's strategy into actionable objectives and better measure how well the strategic plan is executing. |
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QuickMBA – Balanced Scorecard
Traditional financial reporting systems provide an indication of how a firm has performed in the past, but offer little information about how it might perform in the future. For example, a firm might reduce its level of customer service in order to boost current earnings, but then future earnings might be negatively impacted due to reduced customer satisfaction.
To deal with this problem, Robert Kaplan and David Norton developed the Balanced Scorecard, a performance measurement system that considers not only financial measures, but also customer, business process, and learning measures. |
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