The balanced scorecard as a knowledge management tool: a French experience in a semi-public insurance company

In this paper we present the Balanced Scorecard, a Strategic Control tool, which is quite famous all around the world and in the European countries. Its principle objective is to articulate planning decisions with control ones thanks to non-financial indicators. The Strategic Control and the Agency Theories constitute the foundation of this tool. But in Northern Europe, some specific Balanced Scorecard have been designed in the framework of the Knowledge Management Theory. To work, the Balanced Scorecard needs a sophisticated information system support. Using two theoretical backgrounds, the Strategic Control approach and the Knowledge Management Theory, we analyse the relevance of the Balanced Scorecard. More particularly, we present the French situation. First, we show that the French managers believe that the Balanced Scorecard is a relevant management instrument to drive the firm's objectives. Second, we describe the Balanced Scorecard of a semipublic French insurance company.Balanced Scorecard; Strategic Control; Non-financial Indicators; Knowledge Management; French Experience

PENGUKURAN EFEKTIVITAS STRATEGI SI/TI TERHADAP STRATEGI BISNIS DENGAN METODE IT BALANCED SCORECARD PADA BINUS INTERNASIONAL JOSEPH WIBOWO CENTER

PENGUKURAN EFEKTIVITAS STRATEGI SI/TI TERHADAP STRATEGI BISNIS DENGAN METODE IT BALANCED SCORECARD PADA BINUS INTERNASIONAL JOSEPH WIBOWO CENTER - Pengukuran efektivitas, Strategi SI/TI, SWOT, IT Balanced Scorecard, Analytical Hierarchy Proces

Analisis Manajemen Strategis Rumah Sakit Islam Sultan Agung dengan Pendekatan Balanced Scorecard

Universitas Diponegoro Fakultas Kesehatan Masyarakat Program Magister Ilmu Kesehatan Masyarakat Konsentrasi Administrasi Rumah Sakit 2013 ABSTRAK Suryani Yuliyanti Analisis Manajemen Strategis Rumah Sakit Islam Sultan Agung dengan Pendekatan Balanced Scorecard xiv + 120 halaman + 5 tabel + 6 gambar + 7 lampiran Balanced scorecard merupakan contemporary management tool yang dapat pula digunakan sebagai rerangka penyusunan rencana strategis dan sebagai alat untuk memperbaiki aliran informasi dan komunikasi antara top eksekutif dengan manajemen menengah dalam perusahaan. Sejak tahun 2005 RSI Sultan Agung telah melaksanakan perencanaan stategi dengan pendekatan balanced scorecard, Data dari penelitian pendahuluan didapatkan pada pelaksanaan rencana strategis tersebut didapatkan kesulitan dalam internalisasi, dan sosialisasi visi dalam rumah sakit sehingga menjadi visi bersama. Penelitian ini bertujuan untuk menganalisis manajemen strategis di Rumah Sakit Islam Sultan Agung Semarang dengan pendekatan Balance Scorecard Penelitian deskriptif kualitatif yang bersifat eksploratif. Obyek yang diteliti meliputi Visi, value, misi, tujuan, sasaran strategis, strategis map, dan keselarasan antara masing-masing variable. Selanjutnya dibuat alternatif rumusan visi, value, misi, tujuan dan sasaran strategis yang baru. Pengumpulan data dilakukan dengan observasi, studi dokumentasi, wawancara mendalam dan FGD kepada subyek penelitian yang terdiri berjumlah 19 orang Hasil penelitian, visi dan misi di rumah sakit telah mengalami perubahan menjadi lebih singkat, padat dan mudah dipahami, value masih dalam proses implementasi, untuk tujuan dan sasaran kalimat masih terlalu panjang dan kurang fokus dan hanya sebagian sesuai visi sehingga sulit untuk dikomunikasikan,strategis mapping hubungan kurang logis, cascading belum dilakukan. Disimpulkan RSI Sultan Agung kurang baik dalam melaksanakan manajemen strategis berdasarkan pendekatan balanced scorecard. Kata kunci : Rumah sakit. Manajemen strategis, balanced scorecard Kepustakaan : 16 buku, 12 jurnal, 2 dokumen. Diponegoro University Faculty of Public Health Master’s Program in Public Health Majoring in Hospital Administration 2013 ABSTRACT Suryani Yuliyanti Analysis on Management of Strategic Plan of Sultan Agung Islamic Hospital through Balanced Scorecard Approach xiv + 120 pages + 5 tables + 6 figures + 7 enclosures Balanced scorecard was a contemporary management tool that can be used as a frame of strategic plan development and as a tool for improving information flow and communication between top executive and middle management in the company. Since 2005, Sultan Agung Islamic hospital (RSI) have implemented strategic plan with balanced scorecard approach. Data obtained from preliminary studies showed that problems during internalization and socialization of vision of the hospital to become a group vision were found in the implementation of the strategic plan. Objective of this study was to analyze strategic management in Sultan Agung Islamic hospital Semarang using balanced scorecard approach. This was an explorative descriptive-qualitative study. Objects of the study included vision, value, mission, purpose, strategic target, strategic map, and harmony among variables. Alternative formulation of vision, value, mission, purpose, and new strategic target were made. Data were collected by conducting observation, documentation study, in-depth interview, and FGD to 19 study subjects. Results of the study showed that vision and mission of the hospital has changed to be shorter, more compact, and easier to understand. Value was still implemented. Sentences in the purpose and target were still too long and not focused; only part of purpose and target that were in line with the vision, consequently, it was difficult to be communicated. Illogical relation was found in the strategic mapping, and cascading had not been implemented. In conclusion, Sultan Agung Islamic hospital is not good in implementing strategic management based on balanced scorecard approach. Key words : hospital, strategic management, balanced scorecard Bibliography : 16 books, 12 journals, 2 document

Incentives and managerial experience in multi-task teams: evidence from within a firm

This paper exploits a quasi-experimental setting to estimate the impact that a multi-dimensional group incentive scheme had on branch performance in a large distribution firm. The scheme, which is based on the Balanced Scorecard, was implemented in all branches in one division, but not in another. Branches from the second division are used as a control group. Our results suggest that the balanced scorecard had some impact, but that it varied with branch characteristics, and in particular, branches with more experienced managers were better able to respond to the new incentives.Incentive design, balanced scorecard, managerial experience

Balanced Scorecard: a Tool for Performance Monitoring and Improvement

To successfully compete with companies from all over the world, any organization must have useful tools to measure, monitor and improve its performance. Such tools must be adapted to the information needs of a company, which is forced to action in a complex environment. Balanced scorecard is considered such an important tool, a system of measures which enables to understand the way in which performance is built, by establishing a balance between four forces, based on a process approach of the organization. If it is correctly created and implemented, the balanced scorecard enables to create a relationship between different performance measurement measures, in order to achieve the final goal – value creation for the shareholder.performance, activities, processes, balanced scorecard

Implementing A Balanced Scorecard In A Not-For-Profit Organization

This paper examines the use of the Balanced Scorecard in a not-for-profit organization (Cattaraugus County ReHabilitation Center).  The ReHabilitation Center has begun using the Balanced Scorecard paradigm in its strategic planning process.  In this paper an overview is presented of the basic concepts of the Balanced Scorecard including the financial perspective, customer perspective, internal process perspective, and learning and growth perspective.  The history and services of the ReHabilitation Center are then summarized.  The application of the Balanced Scorecard approach to the ReHabilitation Center is discussed in detail.  Implications in using the Balanced Scorecard are discussed.  Finally, conclusions regarding the use of the Balanced Scorecard in a not-for-profit organization are presented

Analisis Kinerja Perusahaan Dengan Metode Balanced Scorecard Periode 2013-2014 (Studi Kasus Pada Hotel Sahid Bandar Lampung).

This research aims to meansure the performance of Sahid Hotel using the balanced scorecard method with four perspectives in balanced scorecard measurement. The four perspectives of balanced scorecard are financial perspective, customer perspective, internal business perspective, and learning and growth perspective. This research using data during two periods 2013-2014. The result of this research using balanced scorecard such as financial perspective, customer perspective, and learning and growth perspective show quite less, but to internal business show quite good. From four perspective of balanced scorecard method, over all performance of Sahid Hotel is less

How to Build a Successful Balanced Scorecard

The Balanced Scorecard concept has been adopted by all types of organizations (manufacturing and service, for-profit and not-for-profit, private and public) in virtually every developed and developing nation in the world and it has evolved from its initial purpose of an improved performance measurement system to become the basis of a new management system, one that aligns and focuses the entire organization on implementing and improving its strategy. Niven’s opinion is that Balanced Scorecard means three things: measurement system, strategic management system, and communication tool. The paper talks about the Balanced Scorecard philosophy and the issues that need to be solved for a successful BSC implementation an provides recommendations for the formulation and implementation of the Balanced Scorecard.balanced scorecard implementation challenge, management tools

The Balanced Scorecard: The Key to Effective Strategic Management

The intent of this paper is to define the importance of the balanced scorecard in the strategic management process. The need for the balanced scorecard will be established by explaining the roles of demand shifters, traditional management accounting, Senge’s concept of a learning organization, and the strategic management process. This will involve detailing the stages of the strategic management process and connecting them to the various aspects of creating a balanced scorecard. Ultimately, the goal of the balanced scorecard is to translate the overarching strategy into specific actions that can be implemented throughout the organization. Lastly, other strategic applications of the balanced scorecard will be identified and explained