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

Bay Area Smart Growth Scorecard

The Bay Area Smart Growth Scorecard is a landmark assessment of the planning policies of all 110 cities and counties of the San Francisco Bay Area.Although a city's current development is apparent to anyone who visits it, the policies that guide a city's future development are not so obvious. The Smart Growth Scorecard provides the first view into these policies and the first comparison among them.The Smart Growth Scorecard evaluated 101 cities in seven policy areas:preventing sprawl; making sure parks are nearby; creating homes people can afford; encouraging a mix of uses; encouraging density in the right places; requiring less land for parking; defining standards for good development. On average, Bay Area cities scored 34% (of a possible 100%), meaning cities are doing only a third of what they could be to achieve smart growth.The Smart Growth Scorecard evaluated eight counties (San Francisco is treated as a city) in five policy areas:managing growth; permanently protecting open space; preserving agricultural land; conserving natural resources; and offering transportation choices. On average, Bay Area counties scored 51%.The scores are low overall. But in every policy area, at least one city or county is doing well, whether it is a city that is encouraging walkable neighborhoods, or a county that is preserving its agricultural land. The Association of Bay Area Governments estimates that Bay Area will have one million additional residents by 2020; the Smart Growth Scorecard evaluates how well all the region's jurisdictions are planning for that growth, and how they can do better

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

Attaching a rubric scorecard to an assignment

Attaching a rubric scorecard to an assignmen

MODERN INSTRUMENTS FOR MEASURING ORGANIZATIONAL PERFORMANCE

Any significant management action can be assessed both in terms of success of immediate goals and as effect of the organization ability to embrace change. Market competition intensifies with the development of Romanian society and its needs. Companies that offer different products and services need to impose certain advantages and to increase their performances. The paper will present modern tools for measuring and evaluating organizational performance, namely: Balanced Scorecard, Deming model and Baldrige model. We also present an example for Balance Scorecard, of an organizations belonging to the cosmetics industry.management, performance, balance scorecard, performance measurement

Does segmentation always improve model performance in credit scoring?

Credit scoring allows for the credit risk assessment of bank customers. A single scoring model (scorecard) can be developed for the entire customer population, e.g. using logistic regression. However, it is often expected that segmentation, i.e. dividing the population into several groups and building separate scorecards for them, will improve the model performance. The most common statistical methods for segmentation are the two-step approaches, where logistic regression follows Classification and Regression Trees (CART) or Chi-squared Automatic Interaction Detection (CHAID) trees etc. In this research, the two-step approaches are applied as well as a new, simultaneous method, in which both segmentation and scorecards are optimised at the same time: Logistic Trees with Unbiased Selection (LOTUS). For reference purposes, a single-scorecard model is used. The above-mentioned methods are applied to the data provided by two of the major UK banks and one of the European credit bureaus. The model performance measures are then compared to examine whether there is improvement due to the segmentation methods used. It is found that segmentation does not always improve model performance in credit scoring: for none of the analysed real-world datasets, the multi-scorecard models perform considerably better than the single-scorecard ones. Moreover, in this application, there is no difference in performance between the two-step and simultaneous approache

The 2014 American State Litter Scorecard FINAL: USA's Dirtiest & Cleanest States Includes Statistics and Charts

A NEW State Litter "Scorecard" is released for the 2014 American Society for Public Administration (ASPA) Conference. Every three years, the Scorecard approximates each state's overall public spaces environmental quality through tried-and-true, hard-to-publicly obtain objective and subjective measures, resulting in a total overall jurisdictional score. Readers gain a realistic "picture" of "what's going on" within one or all of the 50 states. Illegal littering and dumping, found frequently on or near transportation paths, creates danger to public safety and health, with 800+ Americans dying each year by vehicle collisions with unmoved roadway debris. Because policy makers, public administrators and citizens are ever more involved in effectuating "green" outcomes, satisfactory public spaces waste removals are vital. Since 2008, major publications (the Boston Globe; TRAVEL+LEISURE; National Cooperative Highway Research Program's "Reducing Litter on Roadsides" Journal) have referred to the Scorecard, an ever valuable, trusted standard for improving debris/litter abatement in states and localities

Balanced Scorecard in Serbia: management innovation or rhetoric game

In performance measurement and management literature, the Balanced Scorecard is the most prominent model. It can be considered as effectiveness measurement, efficiency measurement or performance measurement model. The Balanced Scorecard is one of the newest management innovations and it is in focus of contemporary researchers’ attention in management innovation area. The question is if it is something real new in its essence, or just rhetoric came. This paper considers this issue in Serbia, especially.Balanced Scorecard, performance evaluation, accounting data., Financial Economics, Research and Development/Tech Change/Emerging Technologies, M1,

Achieving Foundation Accountability and Transparency: Lessons From the Robert Wood Johnson Foundation’s \u3ci\u3eScorecard\u3c/i\u3e

· The purpose of this article is to help foundations in their accountability and transparency efforts by sharing lessons from one foundation’s journey to develop a scorecard. · A commitment to funding and sharing the results from rigorous evaluations set the tone for Robert Wood Johnson Foundation (RWJF) accountability. · The Scorecard is a powerful tool for RWJF to set goals, track organizational effectiveness, and motivate responses to shortcomings. · Foundations can tailor their scorecard to include what best serves their needs. · With its Scorecard, RWJF found that comparative and quantitative measures are the most powerful forces to motivate change. · Setting targets motivates staff to focus their efforts on certain areas and make improvements