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» Newsletter July 2008
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Paul R. Niven
Leading author and Management consultant
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From the BSC thought leader's desk
Internal Process Perspective
In this article - the third of a four part series - author, management consultant and Balanced Scorecard expert Paul Niven discusses the need for an Internal Process Perspective in a Balanced Scorecard. The other three parts focus on the Financial, Customer and Learning and Growth perspectives. The author begins by pointing out that, with the Internal Process perspective, the focus of performance management shifts from the "what" of value creation to the "how" of value creation. Specifically, the Internal Process perspective describes how an organization will achieve outcomes envisioned in the Customer and Financial perspectives.
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| Spotlight |
| Saatchi & Saatchi Worldwide |
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One of the world's leading creative organizations, Saatchi & Saatchi provides solutions to leading clients like Carlsberg, General Mills, Lexus, Procter & Gamble, Sony Ericsson and Visa International. |
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| In 1997, Saatchi & Saatchi was close to bankruptcy. A new senior management team was appointed to engineer a turnaround. The senior team presented to stakeholders a new vision and a detailed strategic blueprint for recovery, with very ambitious targets for a 3-year timeframe. With survival at stake, the group had only one chance to make the plan work. |
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| News & Events |
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Conference on Implementing the Balanced Scorecard Management System
July 22nd - 23rd, 2008
Location - Kuala Lumpur, Malaysia
Global Performance Forum South America - Measures, Metrics and Management Systems to Improve Organizational Performance and Profitability
September 22nd - 24th, 2008
Location - Sao Paulo, Brazil
Strategy Mapping - A Balanced Scorecard Forum
September 29th - 30th, 2008
Location - San Diego, CA
CSR Performance 2008 - Planning, Measuring & Demonstrating Performance and Sustainability in the Corporate Responsibility Function
September 30th - October 2nd, 2008
Location - San Diego, CA
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| Strategy Maps |
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Management writer and educator James Creelman is, in the words of David Norton, co-creator of the Balanced Scorecard, 'the foremost chronicler and historian of the Balanced Scorecard movement.' Author/co-author of 16 important management |
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reports and books, James Creelman answers a question about how to get the right balance of strategic objectives in a Strategy Map, so that it does not become unmanageably complex or far too simple with no meaning.
Creelman responds that the greatest value of strategy mapping is that it provides the opportunity to identify the critical few strategic capabilities and relationships that will really make the difference in delivering the strategy.
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I have seen many strategy maps and I have also seen many people working with strategy maps over the last decade.
In the process of developing maps I have observed people struggle to illustrate all causes and effects that occur in their company. At the end it looks like the "airline route net" that you find in an in-flight magazine where all routes are crossing each other.
What is the purpose with a Strategy Map? To describe your strategy on a high level
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| A source that provides an extensive library of Key Performance Indicators for perspectives and various industries |
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