Balanced Scorecard development and implementation in IOE

Lekhnath Khanal(065/BCT/506)Ramesh Kumar Karn(065/BCT/532)

Sanjaya Pandey (065/BCT/539)

BSC in IOE (present scenario)Currently, they have not implemented the BSC

in IOE.To make IOE comparable to Indian Institute of

Technology(IIT) and other institutions and improve education system, it is almost necessary to implement BSC in IOE.

Balanced Scorecard is needed in IOE for implementing the Engineering Distance Learning programs so that many other students far and wide can learn Engineering being associated with IOE.

Conted…There should be implemented BSC in

Management levelAcademic level Examination board

In the management level, there is a large hierarchy. No sufficient information is given to the lower management level.

A Balanced Scorecard is both a Tool and a Process

The Tool:

The Scorecard reports all key drivers of our strategic success. It lets us know if performance in each critical area is at the level we expect.

The Process:

The Scorecard is the centerpiece of the month-end review process. It is also used with the extended management team, employees, and Board to educate them on key performance issues.

Balance scorecard

About IITThe Indian Institutes of Technology (IITs) are

a group of autonomous engineering and technology-oriented institutes of higher education.

The IITs are governed by the Institutes of Technology Act, 1961 which has declared them as “institutions of national importance”, and lays down their powers, duties, framework for governance etc.

Organizational structure of IIT

Number of conference organized by IIT.

Projects of IIT

Research by IIT

Revenue collection by IIT

IOE needs:Information sharing among different

organization levels.Interdepartmental information shearing Information sharing in different management

levelInformation sharing between examination

board and college. Due to the authority privilege its difficult to

share the information between the different level.

IOE should have:To Build balanced scorecardImplement HR scorecardUnderstand HR valueMeasure development and benchmarkingQuality management

Building a Balanced Scorecard

Thinking in terms of processThe Process of building a Balanced ScorecardCases from different industriesImportant Issues in the Building ProcessScorecards as management controlMeasures and their causal relationsThe enabling role of Information Technology

The Concept of Balanced ScorecardBasic Design of a Balanced Scorecard

Performance SystemWhy a Balanced Scorecard?The Balanced Scorecard - Strategic Control

Relationship of Balanced Scorecard to other Concepts

Understanding the reason for implementing the HR Scorecard

Measuring HR effectiveness - HR scorecard design

The HR scorecard –consists of:Values based HR metricsHR outcome measures that focus on business

outcomesOperational HR metrics that focus on

efficienciesHR analytics that focus on workforce data

Understanding the Business context of HRWhat are the value drivers of the business

(units)?What is HR’s value proposition to the business?Where are HR’s biggest value points?Where is HR’s contribution recognized – by

senior management, the line, employees, HR itself and/or investors?

What does the HR function currently measure?Are the metrics activity driven or value driven?What human capital metrics are included in the

general business reporting?

Defining The HR Value

The value of the HR function to the businessThe value of HR processes as practiced

throughout the organization, The quantification of people value to the

organization, and their input to strategic decision-making.

Benchmarking The integrated role of effective benchmarking Benchmarking as a key to setting goals for

critical measures The role of surveys for measures / results

validation Defining the dimensions of "the critical few"

measures

Implementing a Balanced Scorecard ApproachSystems thinking and applicationSystems and IT Solutions for ScorecardsTowards a Learning OrganizationUsing Scorecards to Inform Outside Parties

Information Technology and the effects on ManagersInformation as a common resourceThe changing Management roleBenefits of information technology in the

workplacePerformance Improvement Framework

Balanced Scorecard and Quality ManagementCost of qualityEfficiency and/or EffectivenessReconciling quality with cost containmentSimilarity and differences between Balanced

Scorecard, BPR and TQMThe contribution of each to the organisation

Customer relationship management problema widely implemented model for managing a

company’s interactions with customers clients, and sales prospects.

It involves using technology to organize, automate, and synchronize business processes.

The overall goals are to find, attract, and win new clients.

describes a company-wide business strategy including customer-interface departments as well as other departments.

Purpose of CRM“The focus [of CRM] is on creating value for

the customer and the company over the longer term” .

When customers value the customer service that they receive from suppliers, they are less likely to look to alternative suppliers for their needs .

CRM enables organizations to gain ‘competitive advantage’ over competitors that supply similar products or services.

Why is CRM important?Building relationship between customer and

organizational.“The adoption of C.R.M. is being fuelled by a

recognition that long-term relationships with customers are one of the most important assets of an organization”.

What does CRM involve?CRM involves the following :

Organizations must become customer focusedOrganizations must be prepared to adapt so

that it take customer needs into account and delivers them

Market research must be undertaken to assess customer needs and satisfaction

Information Technology and CRMTechnology plays a pivotal role in CRM. Technological approaches involving the use of

databases, data mining and one-to-one marketing can assist organisations to increase customer value and their own profitability.

This type of technology can be used to keep a record of customers names and contact details in addition to their history of buying products or using services.

This information can be used to target customers in a personalised way and offer them services to meet their specific needs.

Benefits of CRMBenefits of CRM include :

reduced costs, because the right things are being done (ie., effective and efficient operation)

increased customer satisfaction, because they are getting exactly what they want (ie. meeting and exceeding expectations)

ensuring that the focus of the organisation is external growth in numbers of customers maximisation of opportunities (eg. increased services,

referrals, etc.) increased access to a source of market and

competitor information highlighting poor operational processes long term profitability and sustainability

Thanks