Balanced
Scorecards SAS
The basic Balanced Scorecard can be adapted
for non-profit making and public sector organisations. This can
typically be achieved by putting the delivery of the service as the
prime area of focus. Supporting perspectives showing how the
organisation seeks to provide the service, both now and in the
future, can be based on this.
Often, many of the implementation challenges
will be the same in a public sector organisation as in a commercial
company. Regardless, a move towards managing by measures may have
profound effects on the culture and working practices of the
organisation.
Balanced Scorecards SAS can enable the
development of this management tool to provide a balanced view of
your organisation’s success. However, before success can be
measured, it is essential to measure where you are now. Balanced
Scorecards SAS software can help you implement a Balanced Scorecard
system that aligns individuals’ actions behind the strategy and
vision of the organisation, by allowing:
- access to all relevant data
- aiding communication of information
- providing a framework to start delivering
management information that is tuned to the operations’
goals
Balanced Scorecards SAS has designed its
Strategic Performance Management solution with the view that it is
necessary to communicate the business strategy at all levels within
an organisation. With the continuing trend towards flatter
management structures, the ability of an individual to understand
the immediate strategy simply by asking a manager is reduced. The
potential for confusion is high.
Balanced Scorecards SAS® Strategic
Performance Management is the solution that incorporates the
Balanced Scorecard and it is divided into three key
capabilities:
Communication: SAS Strategic Performance
Management ensures that every person within an organisation
understands the overall vision and goals and where each individual
is able to contribute to the success of that strategy. A large part
of this comes from the ability to gather all of the balanced
scorecard information and then organise it into a meaningful view
that can be shared across the organisation. In particular, SAS
presents views of the key performance indicators across each of the
scorecard perspectives and with some decomposition down to
departmental and individual scorecards.
Collaboration: In order for the strategy to
function, it must be possible for every individual to understand and
to participate in its execution. SAS has developed an ability to
cascade knowledge and information throughout an organisation and to
multiple channels. In particular, it is making use of the web as a
channel for the delivery of information relating to the status of
the business, the progress of key indicators and the success of the
strategy. SAS Strategic Performance Management is also designed to
allow feedback of information into the
strategy.
Automation: The automation of balanced
scorecard solutions provides the ability to access the data that is
needed at the time it is needed. It also offers the ability to
analyse the information and come up with the status of the overall
strategy. Add to this the potential ability to query and report and
the value of the automation becomes quite obvious. However, there is
more. The automation of the balanced scorecard can provide the
competitive edge that businesses need when effecting change. By
utilising other facilities within SAS software, simulation is
possible but the unknown time lag between cause and effect makes the
process more difficult.
Balanced Scorecards SAS Strategic Performance
Management MAP is designed in a way that favours the workshop
approach to solution development. It has ease of use high on the
list of priorities so that the tool can be used as a part of
strategy discussions and the basic model information entered as the
strategy develops. The strategy model is then refined quickly
outside the discussions and the result is published to both the
Balanced Scorecards SAS Strategic Performance Management
knowledgebase on the server and the SAS Strategic Performance
Management Compass client. The aim is to ensure that the tool itself
does not become more important than the strategy and that the
balanced scorecard solution is documented and implemented
quickly.
Balanced
Scorecards SAS Local managers are enthusiastic about SAS Strategic
Performance Management since it helps them evolve from directors to
real coaches with increased responsibilities. The traditional MBO
approach often leads managers to focus only on the numbers as their
objective. With the Balanced Scorecard, on the other hand, numbers
are only a starting point for management actions. Balanced
Scorecards SAS Strategic Performance Management creates a wide
variety of possibilities for management to
consider.
