Page 30 Share Suggested Citation: Strategic Planning and Management in Transit Agencies.
Comment by other consulting firms. Customisation is used by management consulting firms to attempt to The research has three key findings: By engaging users in an active process of populating the templates, a potentially skeptical audience can be persuaded of the relevance and practicality of the idea.
The rise of perceived BSC expertise within an organisation and the significance of such expertise are central to transforming ideas into technologies of control.
We sincerely thank the anonymous organisations and individuals who participated in our study for their co-operation. The BSC contributes to a significant shift of managerial attention from financial measures to an emphasis on non-financial measures.
It promotes the use of measurement to define strategic concepts such as quality, financial excellence, customer satisfaction, and organisational learning, with the aim of aligning everyone in the organisation with such strategies.
This report uses the spread of the BSC globally to identify the critical success factors when implementing accounting innovations or strategic change. The report also shows the effectiveness of the quasi-open-source management of the BSC, in which individuals are allowed to use and sell the BSC without trademark or restrictions.
At the same time the early promoters of The coor case balanced scorecard solutions technique were able to maintain a certain degree of control of the idea through their consulting organisation.
This study will be of particular interest to consultants who are interested in how consulting products are managed to make them thrive in the market place. The report will also be of interest to those interested in BSC implementation such as; change managers, financial managers, students and academics.
Objectives The research sought to: Making a global concept have local relevance: Its modern incarnation as a scorecard which combined financial and non financial measures emerged in a specific situation at Analog Devices ADI in the late s.
It was developed as a highly specific scorecard to reconcile the conflicting demands between technical and quality information and standard financial indicators. Their more generic conceptualisation enabled the BSC to be linked to the emerging concern with strategic management. Creating a problem statement: The Nolan-Norton study offered a concise way to structure multiple measures and to anxious managers and executives, measurement itself was perceived to provide one way of being in control in an increasingly competitive world.
These, and later experiments in different organisations, resulted in the BSC being refashioned over time to address different needs.
For instance, in it was presented as solving the problem of strategy implementation, in it was presented as a way of modeling complex organisations and in it became a way of managing new economy firms with a preponderance of intangible assets.
Experts emerged within organisations that experimented with the ideas and offered new elements to the BSC, as well as the inevitable adoption by external consultants, most notably those associated with Kaplan and Norton and the Balanced Scorecard Collaborative BSCol. The creation of local experts extends beyond management consultants and academic advocates of the BSC.
It includes executives and performance management professionals who are involved with their own local projects. While the BSC was conceptualised and promoted by spokespersons such as Kaplan and Norton, it is local management and consultants who help organisations implement these ideas into actionable work activities.
These local actors become experts, and provide training and advice to others. In the training courses we attended, the majority of participants were going back to their own organisations to train others.
Popularising the BSC as a global idea with local impact Stories of success are persuasive in popularising management innovations. A notable feature of the BSC literature has been the use of extensive exemplification through real cases, which has often convinced skeptics about the value of the technique and facilitated its adoption in practice across industries and countries.
There are two aspects in the construction of experts within and outside organisations. The first aspect concerns the construction of experts within organisations, including envisioning new responsibilities and possibilities for management accountants and controllers.
An emphasis on a comprehensive view of strategy opens up a new field of management, governance and change. Most notably, managerial responsibilities have been created for the role of the Office of Strategic Management OSM and the designation of the Strategic Management Officer.
The second aspect in the construction of experts concerns the expansion of business experts outside the organisation such as in the field of business technology and management consulting.
Existing experts in the field of management consulting and business intelligence and technology take on the role of helping organisations implement the BSC through consulting projects and IT initiatives. The enrollment of such organisations has been crucial for the success of the BSC, and Kaplan and Norton have been active in certifying technology firms that they believe enhance the BSC.
Local experiments help to produce general and global ideas. In the case of the BSC, moving the idea into the world involved not just experienced spokespeople and their close allies. It also involved local champions and the construction of local experts and knowledge claims relating to specific organisations.
The process of customising the BSC To bring life to the idea of the BSC it has to be customised to reflect and accommodate the specifics of the local.
Customisation is used by management consulting firms to attempt to deliver customer specific solutions, to take account of the particularities of an organisation.At Data-by-Choice, we ensure a dedicated multi-disciplinary team of senior consultants is deployed on every engagement, and each of these teams includes experienced data-scientists and domain experts.
implement an automated performance management solution based on a Balanced Scorecard Performance information is presented visually in a series of gauges, color coded (in this case, red-yellow-green) to provide an immediate snapshot of performance.
Executives can. It is based on the Ron Person book Balanced Scorecards and Operational Dashboards With Microsoft Excel published in by Wiley Publishing, Inc, ISBN: Making the Case for Quality Ford Team Uses Six Sigma to Reduce Costs While Improving Environmental Impact • Performance metrics signaled increases.
PBViews, the leading Corporate Performance Management and Balanced Scorecard software solution from ePrimera, can help you: Provide transparency within . Read "Bundling and diffusion of management accounting innovations—the case of the balanced scorecard in Sweden, Management Accounting Research" on DeepDyve, the largest online rental service for scholarly research with thousands of academic publications available at your fingertips.