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» Newsletter June 2008
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Paul R. Niven
Leading author and Management consultant
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From the BSC thought leader's desk
Customer Perspective
In this article - the second of a four part series - author, management consultant and Balanced Scorecard expert Paul Niven discusses the need for a Customer Perspective in a Balanced Scorecard.
The remaining two parts focus on the Internal Process, and Learning and Growth perspectives.The author begins by discussing the explosion in the options available for a consumer's choice. A century and more ago, producers of goods and services enjoyed great power over customers who had extremely limited choices in the market. Today, the scenario has reversed, with customers exerting far greater power in the purchase transaction. Technologies like the Internet increase customer knowledge and insight and deliver greater bargaining power to customers. This makes it absolutely vital for companies to have a well-defined Customer Perspective.
» Read more
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| Spotlight |
| The Perils of the Budget-Focused Organization |
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The need for understanding the business to develop a more adaptive performance management model through "Beyond budgeting" a powerful idea and superior alternative to the conventional budgeting approach |
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| News & Events |
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Palladium European Summit
June 17th - June 19th
Location - London, UK
Balanced Scorecard, Strategy Maps and Strategic
Performance Management
June 26th
Location - London, UK
Balanced Scorecard, Strategy Maps and Strategic
Performance Management - An Introduction and Refresher
June 23rd - June 24th
Location - Washington, D.C.
Conference on Implementing the Balanced Scorecard
Management System
July 22th - July 23rd
Location - Kuala Lumpur, Malaysia
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| Aligning Board of Directors |
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| Aligning Strategic Management and Corporate Governance |
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The world over, demand for performance transparency, responsibility and accountability of organizations is increasing - issues that form the corporate governance. |
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This article argues that legislative and regulative interventions are not adequate to improve the corporate governance standards. In fact, a major analysis reveals that lack of compliance with accounting/ financial rules and regulations is only a minor cause of poor performance. The analysis finds that strategic failure, such as misjudging consumer demand or competition, is a greater cause - pointing to the fact that corporate governance and corporate performance management are closely linked.
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Best regards ,
EPM Review Team |
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Topic: Strategy Implementation
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Have you ever purchased an electronic device and just started using it without reading the manual--- until you realize you have to read it to get the full functional value out of the product? I do this all the time.
When it comes to business, I would like to challenge you with one question: "Does your company have a 'user manual' for implementing strategy?"
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| A source that provides an extensive library of Key Performance Indicators for perspectives and various industries |
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