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Strategic Management of Your Organization

This e-learning program provides an important tool for strategically managing an organisation’s performance: the balanced scorecard.
SKU: P4043EN
$99.00

Approximately 80% of strategies fail, not because they aren’t good strategies, but because they aren’t executed properly. The balanced scorecard seeks to ensure the proper execution of strategy and to balance an organization’s current performance against the long-term health of the organization. It offers a strategic view of the organization, a process for managing the organization strategically instead of tactically, and a common terminology for discussing strategic issues and communicating strategy to the entire organization. The program will show what is involved in implementing a balanced scorecard in an organization.

 

Learning Objectives:

  • Explain the scorecard's four generic perspectives
  • List the steps in implementing the balanced scorecard and building scorecard processes
  • Identify recent developments in the balanced scorecard
  • Describe the process of analyzing risk using the scorecard
  • Discuss how a private sector organization adapted the scorecard to meet their needs
  • Discuss how a public sector organization adapted the scorecard

Course Outline:

  • An Overview of the Balanced Scorecard’s Four Perspectives – Approximately 80% of strategies fail, not because they aren’t good strategies, but because they aren’t executed properly. The balanced scorecard seeks to ensure the proper execution of strategy and to balance an organization’s current performance against the long-term health of the organization. It offers a strategic view of the organization, a process for managing the organization strategically instead of tactically, and a common terminology for discussing strategic issues and communicating strategy to the entire organization. The program will show what is involved in implementing a balanced scorecard in an organization.

  • Recent Developments in the Balanced Scorecard – Since its inception, the balanced scorecard has been applied in new, innovative ways. This has spurred a significant amount of research into the scorecard, often with recommendations to expand its use in organizations and integrate it with other management systems and processes. Indeed, it has become so popular and pervasive that the term “balanced scorecard” is often used as a generic term for best practices around financial and non-financial measurement, and not necessarily to describe the scorecard as it was originally developed. Although there have been many new developments in the use of the balanced scorecard, there are three that are of particular interest: management processes around scorecards, building risk scorecards, and linking scorecards and scenario planning.

  • Balanced Scorecard Private Sector Case Study: MDS – In this module, we examine a specific private sector case study of scorecard implementation. MDS was a health sciences company based in Toronto, with four diverse, rapidly-growing businesses when it implemented the scorecard in the early 2000s. MDS’s experience with the scorecard is an excellent illustration of the value scorecarding can provide even when there is no immediate or apparent need for a performance measurement and management system. Furthermore, MDS’s implementation shows an effective way to cascade the scorecard so that it moves from one part of the organization to the entire organization. MDS used an iterative approach to its cascade rather than a simple top-down approach. MDS eventually ended up with 14 strategy maps and over 200 scorecards covering every aspect of their business.

  • Balanced Scorecard Public Sector Case Study: RCMP – In this module, we look at a public sector case study of scorecard implementation. The Royal Canadian Mounted Police has been a part of Canadian life almost since Confederation. With roots going back to 1873, the RCMP today is a vast organization, with a broad scope of responsibilities and thousands of employees to manage. In the late 1990s, senior management at the RCMP realized that its performance management systems were inadequate and needed a major overhaul. RCMP management felt that the balanced scorecard was the best strategic approach available. They contacted Robert S. Kaplan and David P. Norton, the founders of the balanced scorecard, and enlisted their help in establishing a scorecard.

  • Strategic Management for Your Organization Exam

Duration:

4 hours

Features:

Accessible, Mobile & Audio

Module(s):

18288EN

Approximately 80% of strategies fail, not because they aren’t good strategies, but because they aren’t executed properly. The balanced scorecard seeks to ensure the proper execution of strategy and to balance an organization’s current performance against the long-term health of the organization. It offers a strategic view of the organization, a process for managing the organization strategically instead of tactically, and a common terminology for discussing strategic issues and communicating strategy to the entire organization. The program will show what is involved in implementing a balanced scorecard in an organization.

 

Learning Objectives:

  • Explain the scorecard's four generic perspectives
  • List the steps in implementing the balanced scorecard and building scorecard processes
  • Identify recent developments in the balanced scorecard
  • Describe the process of analyzing risk using the scorecard
  • Discuss how a private sector organization adapted the scorecard to meet their needs
  • Discuss how a public sector organization adapted the scorecard

Course Outline:

  • An Overview of the Balanced Scorecard’s Four Perspectives – Approximately 80% of strategies fail, not because they aren’t good strategies, but because they aren’t executed properly. The balanced scorecard seeks to ensure the proper execution of strategy and to balance an organization’s current performance against the long-term health of the organization. It offers a strategic view of the organization, a process for managing the organization strategically instead of tactically, and a common terminology for discussing strategic issues and communicating strategy to the entire organization. The program will show what is involved in implementing a balanced scorecard in an organization.

  • Recent Developments in the Balanced Scorecard – Since its inception, the balanced scorecard has been applied in new, innovative ways. This has spurred a significant amount of research into the scorecard, often with recommendations to expand its use in organizations and integrate it with other management systems and processes. Indeed, it has become so popular and pervasive that the term “balanced scorecard” is often used as a generic term for best practices around financial and non-financial measurement, and not necessarily to describe the scorecard as it was originally developed. Although there have been many new developments in the use of the balanced scorecard, there are three that are of particular interest: management processes around scorecards, building risk scorecards, and linking scorecards and scenario planning.

  • Balanced Scorecard Private Sector Case Study: MDS – In this module, we examine a specific private sector case study of scorecard implementation. MDS was a health sciences company based in Toronto, with four diverse, rapidly-growing businesses when it implemented the scorecard in the early 2000s. MDS’s experience with the scorecard is an excellent illustration of the value scorecarding can provide even when there is no immediate or apparent need for a performance measurement and management system. Furthermore, MDS’s implementation shows an effective way to cascade the scorecard so that it moves from one part of the organization to the entire organization. MDS used an iterative approach to its cascade rather than a simple top-down approach. MDS eventually ended up with 14 strategy maps and over 200 scorecards covering every aspect of their business.

  • Balanced Scorecard Public Sector Case Study: RCMP – In this module, we look at a public sector case study of scorecard implementation. The Royal Canadian Mounted Police has been a part of Canadian life almost since Confederation. With roots going back to 1873, the RCMP today is a vast organization, with a broad scope of responsibilities and thousands of employees to manage. In the late 1990s, senior management at the RCMP realized that its performance management systems were inadequate and needed a major overhaul. RCMP management felt that the balanced scorecard was the best strategic approach available. They contacted Robert S. Kaplan and David P. Norton, the founders of the balanced scorecard, and enlisted their help in establishing a scorecard.

  • Strategic Management for Your Organization Exam

Duration:

4 hours

Features:

Accessible, Mobile & Audio

Module(s):

18288EN

Products specifications
Course LanguageEnglish
Length RangeOver 60 Minutes
Length (Hours)4.00
Course FeaturesAccessible
Course FeaturesAudio
Course FeaturesMobile
Course FeaturesNASBA CPE - QAS Self Study
NASBA CPE Credits4.5
Module Number(s)18288EN
Products specifications
Course LanguageEnglish
Length RangeOver 60 Minutes
Length (Hours)4.00
Course FeaturesAccessible
Course FeaturesAudio
Course FeaturesMobile
Course FeaturesNASBA CPE - QAS Self Study
NASBA CPE Credits4.5
Module Number(s)18288EN