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© Naresh Makhijani
Balanced Scorecard in Automotive Industry
© Naresh Makhijani
This presentation is a confidential document by Naresh Makhijani and should not be disclosed to any persons not involved in this seminar. The authors present this material on the understanding that the intellectual property rights and the confidential information contained herein will be respected. The authors understand the importance of this document and have endeavored to be accurate but are not liable for any errors or omissions which it may contain. No part of this presentation may be reproduced without the written permission of the authors.
Confidentiality Agreement
2
© Naresh Makhijani
Why the need of Balanced ScorecardWhat is BSCBalanced Scorecard in AutomotiveHow does BSC Look Like: Case StudyHow to use BSC How to Implement BSC in AutomotiveSelf Diagnostic: Are we ready?
3
Talk Objectives
© Naresh Makhijani
• MSID, CMC, MBA, PGDMSM, B.Sc., B.Coach, CCS• 23 years international experience: Europe & Asia• Specialist in Strategy Management and Org. Transformation• Previously with GE (India), The Alexander Consulting Group• 150 Consulting Assignments in 11 countries• 107 Balanced Scorecard Assignments in Switzerland, Singapore, Thailand,
Malaysia, Qatar, Philippines, India and Indonesia• Recipient of Rotary, ADB, NORAD, ISS and IUJ Scholarships• BSC Clients in Singapore: IDA, NLB, EDB, EPC, Shell, Goldcoin Group,
Ministry of Law, Centrepoint Properties, etc.• BSC Clients in Automotive/ Manufacturing: Astra International, Astra
Daihatsu, Auto 2000, Katsushiro, Caterpillar (Indonesia), United Tractors (Komatsu), etc
• Author of the book “ Balanced Scorecard in Asia” with James Creelman
• Asia’s Leading BSC Consultant
• First Consultant to Implement BSC & MC in Asia
• Asia’s Leading BSC Consultant
• First Consultant to Implement BSC & MC in Asia
“This work by Creelman and Naresh Makhijani is the first to be devoted to the Asian Region. They provide an excellent synopsis of the global management principles with the Asian cultural spin. The regional focus is quite powerful and provides an excellent guide to organization in that region who are considering a Balanced Scorecard program.
Dr. David Norton, Creator of Balanced Scorecard
Speaker’s ProfileNARESH SPECIALIZES IN STRATEGIC MANAGEMENT AND ORGANIZATIONAL TRANSFORMATION
© Naresh Makhijani
Provide knowledge, structure, framework and process
Facilitate & stimulate the discussion
Challenge the assumptions and content
Manage the pace & agenda
Participate actively
Provide content
Speak-up
Make decision & get closure
Participants
Seminar Rules
5
Speaker
© Naresh Makhijani
RULESRULES RULESRULES
Please switch off your mobile phones
Be punctual
Respect views of others
Follow 20/80 rule
No side talks
6
Participant Rules
© Naresh Makhijani
The Need for BSC in The Need for BSC in Automotive IndustryAutomotive Industry
© Naresh Makhijani
Agriculture
Industrial Age
Information Age
Economy is Changing
© Naresh Makhijani
FromIndustrial Age
ToKnowledge Era
• Production Driven
• Functional (Silo)
• Tangible Assets
• Top Down
• INCREMENTAL CHANGE
• MANAGEMENT
• Customer Driven
• Process (Integrated)
• Intangible Assets
• Bottoms Up
• TRANSFORMATIONAL CHANGE
• LEADERSHIP
Management Systems have been designed to meet the needs of a stable, incrementally changing world. They do not meet the needs of today’s dynamic
economy.
Difficult to Implement Strategy
Business and Business Strategy Have Changed!
© Naresh Makhijani
Ever Shorter Opportunity Cycles
Value ofa SingleStrategicDecision
Value ofEffective Execution
Strategy Implementation is Vital
© Naresh Makhijani
So What is Happening to Strategy Implementation
Less than 10% of strategies effectively
formulated are effectively executed…
Fortune Magazine
Two thirds of Re-engineering efforts achieve
marginal or no results all… CSC Index
© Naresh Makhijani
Yet Strategy Implementation is Very Important
68% of top-managers: “a better translation of
strategy into action would improve operating
income by 20%”……………….. ……..European Survey
Business strategy is now single most important
issue…………………………..Business Week, August
96
© Naresh Makhijani
People Barrier
Personal goals, knowledge building and competencies are not linked to strategy implementation.
People Barrier
Personal goals, knowledge building and competencies are not linked to strategy implementation.
Management Barrier
Management systems are designed for operational control and tied to budgets, not strategy.
Management Barrier
Management systems are designed for operational control and tied to budgets, not strategy.
Vision Barrier
Strategy is not understood by those who must implement it ...and not translated into objectives.
Vision Barrier
Strategy is not understood by those who must implement it ...and not translated into objectives.
Operational Barrier
Key processes are not designed to leverage the drivers of strategy.
Operational Barrier
Key processes are not designed to leverage the drivers of strategy.
Barriers to Successful Execution of Strategy
© Naresh Makhijani
Increasing globalization
Deregulation means more competitors
Products easily replicated
Customer loyalty is dead
The Need for BSC
Highly competitive business environment – Key to differentiation
© Naresh Makhijani
Highly competitive business environment – Key to differentiation
Implement Vision/ Mission / Strategy
Understand profitability of sales channels/ products
The Need for BSC
© Naresh Makhijani
What is What is Balanced ScorecardBalanced Scorecard
© Naresh Makhijani
Balanced Scorecard Management System has enjoyed phenomenal success since its introduction in 1992
About 20 booksOver 50,000 Articles
Books & Articles
More than a million websites
Websites
Over 100,000 seminars
seminars
Over 60 Software Solutions
Software
History of Balanced Scorecard
© Naresh Makhijani18
Organizational Alignment
Measurement and Reporting
Articles in Harvard Business Review:
“The Balanced Scorecard —
Measures that Drive Performance” January
- February 1992“Putting the Balanced Scorecard to Work”September - October
1993“Using the Balanced
Scorecard asa Strategic
Management System”January - February
1996
Alignment and Communicatio
n
Acceptance and Acclaim:
“The Balanced
Scorecard” is translated
into 18 languagesSelected by
Harvard Business Review as one of the
“most important
management practices of the past 75
years.“
Enterprise-wide
Strategic Management
Converting Intangible
Assets into Tangible
Outcomes
1992 1996 2000 2004 2006
Balanced Scorecard Management System has continually evolved since its introduction in 1992
History of Balanced Scorecard
© Naresh Makhijani19
A Management System to manage the implementation of strategy, measure the performance beyond mere financials and to communicate the Vision, strategy and
performance expectations to stakeholders!
What is Balanced Scorecard
© Naresh Makhijani
What is Balanced Scorecard
Balanced Scorecard – Four Perspectives
20
InnovationInnovation& Learning& Learning
Internal Internal BusinessBusiness
CustomerCustomerPerspectivePerspective
Financial Financial PerspectivePerspective
Balanced Balanced ScorecarScorecar
dd
Source: Translating the strategy into action by Robert Kaplan and David Norton
© Naresh Makhijani21
What is Balanced Scorecard
The Balanced Scorecard provides a framework to translate a strategy into operational terms.
© Naresh Makhijani22
A FrameworkFocuses on shareholder, customer, internal and learning
requirements Creates a system of linked objectives, measures, targets and initiatives Describes the strategy
And how strategy can be achieved
What is Balanced Scorecard
© Naresh Makhijani23
Balanced Scorecard - Concepts
Strategy Map
Lead and Lag indicators
Financial and Non-Financial indicators
Internal and External indicators
S tr a te g ic O b je c t iv e s S tr a te g ic M e a s u r e m e n ts(L a g In d ic a to r s ) (L e a d In d ic a to r s )
F in a n c ia lF 1 - Im p ro v e R e tu rn sF 2 - B ro a d e n R e v e n u e M ixF 3 - R e d u c e C o s t S tru c tu re
R e tu rn -o n - In v e s tm e n tR e v e n u e G ro w thD e p o s it S e rv ic e C o s tC h a n g e
R e v e n u e M ix
C u s to m e rC 1 - In c re a s e C u s to m e r
S a t is fa c t io n w ith O u rP ro d u c ts a n d P e o p le
C 2 - In c re a s e S a t is fa c t io n “A f te rth e S a le ”
S h a re o f S e g m e n t
C u s to m e r R e te n t io n
D e p th o f R e la t io n s h ip
S a t is fa c t io n S u rv e y
In te r n a lI1 - U n d e rs ta n d O u r C u s to m e rsI2 - C re a te In n o v a t iv e P ro d u c tsI3 - C ro s s -S e ll P ro d u c tsI4 - S h if t C u s to m e rs to C o s t-
E f fe c t iv e C h a n n e lsI5 - M in im iz e O p e ra t io n a l
P ro b le m sI6 - R e s p o n s iv e S e rv ic e
N e w P ro d u c t R e v e n u eC ro s s -S e l l R a t ioC h a n n e l M ix C h a n g e
S e rv ic e E r ro r R a teR e q u e s t F u lf i l lm e n tT im e
P ro d u c t D e v e lo p m e n tC y c le
H o u rs w ith C u s to m e r
L e a r n in gL 1 - D e v e lo p S tra te g ic S k il lsL 2 - P ro v id e S tra te g ic
In fo rm a t io n E m p lo y e e S a t is fa c t io n
S tra te g ic J o b C o v e ra g eR a t ioS tra te g ic In fo rm a t io nA v a ila b i l i ty R a t io
What is Balanced Scorecard
© Naresh Makhijani24
•• Measurement is the language Measurement is the language that gives clarity to vague that gives clarity to vague conceptsconcepts
•• Measurement is used to Measurement is used to communicate, not simply to communicate, not simply to controlcontrol
•• Building the scorecard Building the scorecard develops consensus and develops consensus and teamwork throughout the teamwork throughout the organisationorganisation
• Profitability• Growth • Shareholder Value
The Client's Vision
• Price• Service• Quality
• Market Innovation• Continuous Learning
• Intellectual Assets
“If we succeed, how will we look to our value benefactors?”
“To achieve our vision, how must we look to our customers?”
“To satisfy our customers, what management processes must we excel at?”
“To achieve our vision, how must our Organisationlearn and improve?”
• Cycle Time• Productivity• Cost
Financial Perspective
Customer Perspective
Internal Perspective
Organisation Learning
Traditionally, the Balanced Traditionally, the Balanced Scorecard provides a fourScorecard provides a four--perspective framework to perspective framework to translate strategy into operational translate strategy into operational terms.terms.
*Source: Balanced Scorecard Collaborative Materials
What is BSC - Concepts
© Naresh Makhijani25
ROCEFinancial
Customer Customer Loyalty
On-timeDelivery
Internal/Business ProcessProcess
Cycle Time
Learning and Growth
EmployeeSkills
ProcessQuality
What is BSC - Concepts
© Naresh Makhijani26
Return on Investment (ROI)
Asset Utilization
Cost Reductio
nRevenue Growth
Sales per
Store
Number of StoresS1b
Nonmalls Malls
New CurrentAverage
Store Size
Revenue Gap
Sales per Customer
Number of Customers
Share of Wardrobe (Sales Mix) * Shirts * Bottoms * Dresses * Accessories
Retention
New
Promotion
Fashion Leader
Quality Products
Selling Skills
Sales psf
What is BSC - Concepts
© Naresh Makhijani27
InternalBusiness
FinancialPerspective
CustomerPerspective
Innovation& Learning
BalancedScorecard
Vision StatementPeople Our people are our most important asset.
Customers Our customers are the key to our future.
Stakeholders Our responsibility to the stakeholdersis second only to our fellow employees.
Community We are committed to being an active and positive force in our local communities.
Vision StatementPeople Our people are our most important asset.
Customers Our customers are the key to our future.
Stakeholders Our responsibility to the stakeholdersis second only to our fellow employees.
Community We are committed to being an active and positive force in our local communities.
What is BSC – Strategic View
© Naresh Makhijani28
The Revenue Growth StrategyThe Revenue Growth Strategy“Improve stability by broadening the sources ofrevenue from current customers”
The Productivity StrategyThe Productivity Strategy“Improve operating efficiency by shifting customers to more cost-effective channels of distribution.”
Improve Returns
Improve Operating EfficiencyBroaden Revenue Mix
Increase Customer Confidence inOur Financial Advice
Increase Customer SatisfactionThrough Superior Execution
DevelopStrategic Skills
Align PersonalGoals
Access to StrategicInformation
Increase Employee Productivity
UnderstandCustomerSegments
DevelopNew
Products
Cross-SellProduct
Shift toAppropriate
Channel
MinimizeProblems
ProvideRapid
Response
FinancialPerspective
CustomerPerspective
InternalPerspective
Learning & GrowthPerspective
Source: Translating strategy into action by Robert Kaplan and David Norton
What is BSC - Cause & Effect Linkage
© Naresh Makhijani29
What is BSC - Measures
© Naresh Makhijani30
Top Management Executive dashboard
What is BSC - Measures
© Naresh Makhijani31
KEY ADMINISTRATION/ UNITS SUPPORT UNITS
AGENCY
Admin1
Agency(Shared Strategic Agenda)
Focus Areas Measures
Performance Improvement
Finance
Clinical & Professional Svcs.
Access and Equal opportunity
Auto. Client Eligibility System
Legislative Relations
Medical Assistance Administration
Employee Services
1. Maximize Productivity
2. Maximize Revenue
3. Maximize Resources
4. Increase Access
5. Increase Customer Satisfy.
6. Promote Client Rights
7. Promote Recovery
8. Enhance Employee Skills
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xxx
xx
xx
xx
xx
xx
xx
xxxx
Admin2
Admin3
Admin 4
Each Organisationdevelops its plan and BSC consistent with
Agency’s focus areas
Each Unit develops a plan for ‘best practice'
sharing to create synergy across Administrative
Units
Teams and Individuals develop personal goals
consistent with Organisation strategy
The Executive Area Scorecard defines overall
strategic priorities
*Source: Balanced Scorecard Collaborative Materials
What is BSC
© Naresh Makhijani
What is BSC
Effect Of The Focus Of The Balanced Scorecard
32
Designed around a short-termcontrol- oriented financial framework
Strategy and
Vision
Planning and
Capital Allocation
BudgetPersonal Incentives
Review & Reorient
From a Management Control System
Designed around a longer-termstrategic view
To a Strategic Management
System
STRATEGY
Formulate
NavigateCommunicate
Execute
*Source: Balanced Scorecard Collaborative Materials
© Naresh Makhijani33
(USM&R)1993
#6 inprofitability
1995199619971998
#1 in profitability#1 in profitability#1 in profitability#1 in profitability
Mobil
1993Property & Casualty
Retail Bank1993 Profits = $x
199419951996
Profits = $8xProfits = $13xProfits = $19x
Brown & Root Engineering(Rockwater)
1993 Losingmoney 1996
#1 in growthand
profitability
Profit Stock
$275M loss
Stock Price = $59
19941995199619971998
$15M$60M$80M$98M$94M
$74$114$146$205$249
What is BSCBenefits of Balanced Scorecard
© Naresh Makhijani
Balanced Scorecard in Balanced Scorecard in AutomotiveAutomotive
34
© Naresh Makhijani
TATA MOTORSTATA MOTORSA Case StudyA Case Study
35
© Naresh Makhijani
(Commercial Vehicles Business Unit)
TATA MotorsTATA Motors
© Naresh Makhijani
Financial Performance• New Executive Director
appointed
• Introduced BSC
• Focus on turnaround and then sustainable growth and profitability
• Lowest cost of production strategy
With the Balanced Scorecard Tata Motors CVBU achieved a significant turnaround in its overall performance, helping its parent move from a loss of US$ 108.62 million in the year 2000 to a profit of US$ 107 million in 2002
Source : Bscol.com
TATA MotorsTATA Motors
© Naresh Makhijani
Some Results
2001 – 2003 - Achieved revenue growth of 40%
- Turned loss of US$ 108.62 Million into $65 Million profit
- Increased production from 72,612 to 104,626
Focus, Accountability and Ownership
TATA MotorsTATA Motors
© Naresh Makhijani
Challenges Making momentum
Continuous improvement
Continuous communication
Aligning individual and compensation performance on BSC
Data uploading online
Critical Success FactorsThe active and visible support of senior management
A strong review process
A knowledgeable team to drive and support scorecard deployment.
TATA MotorsTATA Motors
© Naresh Makhijani
The Strength of the Balanced Scorecard is its Flexibility and Adaptability.
“It has become extraordinarily difficult to judge the overall success of the Balanced Scorecard as a management tool because what the term ‘Balanced Scorecard’ means to one practitioner may be dramatically different to what it means to the others.”
-Nigel Penny
MD, Claritas Asia, Ex VP-BSCOL (Asia)
TATA MotorsTATA Motors
© Naresh Makhijani
Balanced Scorecard in Balanced Scorecard in Automobile/ Manufacturing Automobile/ Manufacturing
-- Sample CasesSample Cases
41
© Naresh Makhijani
United Tractors Pandu Engineering is subsidiary of PT United Tractors Engineering – Maker of Komatsu Heavy Vehicles
Business ChallengesBusiness Challenges
Our SolutionOur Solution
The ResultsThe Results
• Align business initiatives to strategy • Monitoring Business Performance
• Performance Management Model Building • Installation, Customisation training and maintenance of BSC
Software PBViews
• Workshop Performance Management System • Rated as “Best” BSC Implementation within Astra Group in
2002
Sample CasesSample Cases
© Naresh Makhijani
Katsushiro Indonesia (part of KatshushiroInternational) is a steel plate product product producers for Heavy Equipment, Civil works and General Industrial Machineries
Business ChallengesBusiness Challenges
Our SolutionOur Solution
The ResultsThe Results
• Define clear strategy to enable Katsushiro Indonesia to achieve its mission
• Ensure that Katsushiro initiatives are aligned to its vision and strategy
• Conducted series of workshops with Management and Senior Staff to formulate strategy clarification and alignment
• Developed Balanced Scorecard and Key Performance Indicators aligned to vision and strategy
• Implemented PBViews to kept the BSC Systems alive and dynamic
• Clear understanding of key strategies to achieve mission and vision.
• BSC with KPI to measure performance.• Develop people competency plan aligned to strategy
• Tripled the sales revenue in 4 years!!
PT KATSUSHIRO INDONESIA
Sample CasesSample Cases
© Naresh Makhijani
How to Use BSCHow to Use BSC
44
© Naresh Makhijani45
How to Use BSC
It is ideal to implement the Balanced Scorecard throughout the enterprise because that
framework helps foster alignment between business and IT.
- David Norton, cocreator of the Scorecard and president of the Balanced Scorecard Collaborative
© Naresh Makhijani46
BalancedScorecardBalancedScorecard
Clarifying & translating
vision & strategy
Clarifying & translating
vision & strategy
Planning & target-settingPlanning &
target-setting
Strategic feedback & learning
Strategic feedback & learning
Communication & linking
Communication & linking
How to Use BSC
© Naresh Makhijani47
How to Use BSC
Resource Allocation
Performance Management
Process Management
Communication & Feedback
Human Resource Systems
© Naresh Makhijani48
Overall Performance
People Customers Financial
ConsumersRetailers
SurveyContactsCustomer Service Returns Survey
On-time Delivery ShortagesOn-time Delivery
People Customers Financial
ConsumersRetailers
SurveyContactsCustomerService Returns Survey
Shortages
Overall Performance
How to Use BSC
© Naresh Makhijani49
“What gets measured, gets done”
- Peter Drucker -
How to Use BSC
© Naresh Makhijani50
Four check points
How to Use BSC
Prepare the organization for change
Devise the right metrics
Get buy-in at all levels
Plan to follow through to completion
© Naresh Makhijani
How to implement BSCHow to implement BSC
© Naresh Makhijani52
InternalBusiness
FinancialPerspective
CustomerPerspective
Innovation& Learning
BalancedScorecard
Vision StatementPeople Our people are our most important asset.
Customers Our customers are the key to our future.
Stakeholders Our responsibility to the stakeholdersis second only to our fellow employees.
Community We are committed to being an active and positive force in our local communities.
Vision StatementPeople Our people are our most important asset.
Customers Our customers are the key to our future.
Stakeholders Our responsibility to the stakeholdersis second only to our fellow employees.
Community We are committed to being an active and positive force in our local communities.
Implementation Starts From Understanding Of Vision, Mission & Strategy
BSC Implementation
© Naresh Makhijani53
•• Measurement is the language that Measurement is the language that gives clarity to vague conceptsgives clarity to vague concepts
•• Measurement is used to Measurement is used to communicate, not simply to controlcommunicate, not simply to control
•• Building the scorecard develops Building the scorecard develops consensus and teamwork consensus and teamwork throughout the organizationthroughout the organization
Traditionally, the Balanced Traditionally, the Balanced Scorecard provides a fourScorecard provides a four--perspective framework to perspective framework to translate strategy into translate strategy into operational terms.operational terms.
Then begins the process of translating this vision, mission and strategies into a strategy map
BSC Implementation
© Naresh Makhijani54
The Revenue Growth StrategyThe Revenue Growth Strategy“Improve stability by broadening the sources ofrevenue from current customers”
The Productivity StrategyThe Productivity Strategy“Improve operating efficiency by shifting customers to more cost-effective channels of distribution.”
Improve Returns
Improve Operating EfficiencyBroaden Revenue Mix
Increase Customer Confidence inOur Financial Advice
Increase Customer SatisfactionThrough Superior Execution
DevelopStrategic Skills
Align PersonalGoals
Access to StrategicInformation
Increase Employee Productivity
UnderstandCustomerSegments
DevelopNew
Products
Cross-SellProduct
Shift toAppropriate
Channel
MinimizeProblems
ProvideRapid
Response
FinancialPerspective
CustomerPerspective
InternalPerspective
Learning & GrowthPerspective
Source: Translating strategy into action by Robert Kaplan and David Norton
Then begins the process of translating this vision, mission and strategies into a strategy map
BSC Implementation
© Naresh Makhijani55
For each strategic objective the Appropriate kpi’sare defined
BSC Implementation
© Naresh Makhijani56
How success in achieving the strategy
will be measured
and tracked• Plans
developed/initiated
• Time spent with Policy makers
Measures
The person in charge
“to make it happen”
OwnerKey action programs
required to achieve
objectives
• Develop Advocacy Database
Initiatives
Strategy Map and accompanying Scorecard is a hypothesis. It is management’s best guess as to what is required to implement the strategy.
Strategic Theme:Strategic Theme:Diagram of the cause and effect Diagram of the cause and effect relationships between strategic relationships between strategic
objectivesobjectives
BSC Implementation
© Naresh Makhijani57
Companies may choose to automate the balanced scorecard which gives top management an executive dashboard to see the progress of strategy and take corrective actions
BSC Implementation
© Naresh Makhijani58
Step 3
Corporate BSC Building & Detail
BSC
Step 1
Step 4Data Harvesting
Plan
Step 5
SoftwareImplementation
Step 6User Training
& Go live
Step 2
ManagementUnderstanding
Vision/Strategy Clarification
3 - 5 months
BSC implementation is a 6-steps process which takes 3-5 months for completion
BSC Implementation
© Naresh Makhijani59
BSC Implementation
Requirements for Successful Implementation
© Naresh Makhijani
Successfully Implementing Successfully Implementing BSC BSC
Avoiding the PitfallsAvoiding the Pitfalls
© Naresh Makhijani
Do’s - Key Success Factors
Successfully Implementation
Vision and Strategy
Top Management Commitment
Middle Management Buy-in
Resources and Investment
Training and Facilitation
Feedback Mechanism
© Naresh Makhijani
Awareness
Buy in
Ownership
Do’s - Executing Successfully the Important Steps
Successfully Implementation
© Naresh Makhijani
Regular Meetings with Management Team
On-going Communication with Senior Management
Demonstration of Management Commitment
Follow 80/20 Rule:
Just Do It
Do’s - Monitoring and Auditing BSC Implementation
Successfully Implementation
© Naresh Makhijani
Management...
Lack of Time
Fear of Committing to the Future
Lack of Management Support
Secrecy & “Need to Know”
Consultant will give the report!
Incentive blank spots
Some Killer Factors That Cause Failure
Successfully Implementation
© Naresh Makhijani
Strategic Intent...
Industry generic
unintegrated perspectives
customer values not defined
missing internal/operational link
levels in the organization not distinguished
Some Killer Factors That Cause Failure
Successfully Implementation
© Naresh Makhijani
Process…
No executive consensus
Roll-out before completion
Tie to incentives too quickly
Too many people, too long
Lose momentum
Some Killer Factors That Cause Failure
Successfully Implementation
© Naresh Makhijani
Measurement…
Too many measures
Unrealistic, unrepeatable
Too easy targets
Activities instead of measures
Misleading
All financial
Some Killer Factors That Cause Failure
Successfully Implementation
© Naresh Makhijani
Benefits of BSCBenefits of BSC
68
© Naresh Makhijani
Benefits of BSC
© Naresh Makhijani
Using the TechnologyUsing the Technology
© Naresh Makhijani
Self Diagnostic:Self Diagnostic:Are you ready to implement Are you ready to implement
BSC?BSC?
71
© Naresh Makhijani
Questions and AnswersQuestions and Answers
72