Pay Online  |     |   Contact Us

Balanced Scorecard

  • This training program is almost a crash course in management
  • You will become a better manager after completing the course.
  • The training makes you understand the nature, purpose, and functioning of modern companies and businesses in a better way.
  • With the knowledge of balanced scorecard, one can avail better job opportunities.
Contact our Counsellor for more details

Enrol Now

Course Description

The balanced scorecard (BSC) is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions. It is perhaps the best known of several such frameworks (it was the most widely adopted performance management framework reported in the 2010 annual survey of management tools undertaken by Bain & Company. Since its original incarnation in the early 1990s as a performance measurement tool, the BSC has evolved to become an effective strategy execution framework.

The BSC concept as put forth by Drs. Robert S. Kaplan and David P. Norton is now seen as a critical foundation in a holistic strategy execution process that, besides helping organizations articulate strategy in actionable terms, provides a road map for strategy execution, for mobilizing and aligning executives and employees, and making strategy a continual process.

online website read here
hiv aids africa how are aids caused hiv definition
cheat on my wife link My husband cheated on me
cheat on your wife how to catch a cheat why do husband cheat
how to track text messages ps4haber.com sms spy app free
sildenafil citrate 130mg levitra 20mg cipro 1000mg
history of abortion http://abortionpill-online.com/ abortion types

Table of Content

  1. What is a Balanced Scorecard
  2. Key Concepts
  3. Requirements for Balanced Scorecard implementation
  4. Developing the initial Scorecard
  5. Activities that should be covered in the Scorecard
  6. 10 Steps to making Balanced Scorecard work
  7. FAQs around Balanced Scorecard
  8. Case Studies
reason women cheat go link
cheat women open why do people cheat
how to track text messages ps4haber.com sms spy app free
sildenafil citrate 130mg revia 50mg cipro 1000mg

Key Deliverables

  • Pay as you learn - Interest-FREE Instalment Plan
  • Support from subject matter experts through call and mail
  • Sample questions for better preparation
  • Certification for candidates scoring more than 40% marks in the exam.
  • Dummy Projects and Industry related project support available.

Course Packages

Distance Course:

  • Study material couriered to your address.
  • Support from subject matter experts on e-mail.
  • Sample questions for preparation.
  • Facility for taking online exam any time after completion of the training.
  • Certification for candidates scoring more than 40% marks in the exam.
  • Limited period discounts available. For more information call now

Course Demo

Course Eligibility

  • Minimum qualification is intermediate.
  • Those undergoing Graduation or have been completed their graduation degree (in the respective field) can also apply.

FAQs

The Balanced Scorecard (BSC) is a strategic performance management tool. It was conceived by Dr. Robert Kaplan and David Norton of Harvard Business School. BSC monitors the performance of a company or business on the following four parameters: Financial, Customer, Internal Processes and Learning & Growth.

The BSC tool is now the most widely used tool in strategic performance management of businesses. Now a number of BSC software have come. These software help companies and business use the BSC tool more effectively.

This training program gives extensive knowledge about the Balanced Scorecard (BSC) to a trainee. After doing this training one becomes adept in using the BSC tool for tracking and improving performance of a business.

The duration of the training program is 3 months. On successful completion of training one gets certification in Balanced Scorecard Tool from International Academy. This certification is widely recognized and respected.

This training program is almost a crash course in management. After completing this training one will become a better manager. One will be able to understand the nature, purpose and functioning of modern companies and businesses in a better way. With this knowledge in hand one is more likely to get a better job.

Those working as managers or supervisors should do this training program. Those aspiring to become managers should do this training program. If you are doing a management degree or diploma program from regular or correspondence medium then you should do this training program and increase your understanding of management.

Those who aspire to do a crash course in management should do this training program. If you are an entrepreneur or you have your own business that you have inherited, or you aspire to have your own business someday then this training program is for you.

International Academy is a leader in training & skills development. Its BSC training program is unique in its category. The program is highly affordable and convenient for trainees.

International Academy is promoted and led by alumni of IIT (Delhi), MIT (Boston) and IIM (Calcutta). It is presently India’s largest education company for working professionals. It has provided training & certification to more than 60000 working professionals. It provides training & certification in more than 80 areas. The certification given by it is often in collaboration with top institutes of India.

International Academy’s clientele is not limited to India but extends across the globe. In 2012 International Academy won the Red Herring Top 100 Asia Award for innovation in the field of training & education. International Academy is ISO 9001 certified by TUV-SVD. It is registered with National Skill Development Agency, Government of India. Its commitment and record on quality is also reflected by the fact that it is a member of American Society of Quality (ASQ).

  • its focus on the strategic agenda of the organization concerned
  • the selection of a small number of data items to monitor
  • a mix of financial and non-financial data items.

Balanced scorecard is an example of a closed-loop controller or cybernetic control applied to the management of the implementation of a strategy. Closed-loop or cybernetic control is where actual performance is measured, the measured value is compared to a reference value and based on the difference between the two corrective interventions are made as required. Such control requires three things to be effective:

  • a choice of data to measure,
  • the setting of a reference value for the data,
  • the ability to make a corrective intervention.
  • Within the strategy management context, all three of these characteristic closed-loop control elements need to be derived from the organisation's strategy and also need to reflect the ability of the observer to both monitor performance and subsequently intervene – both of which may be constrained. Initially, Balanced Scorecard emerged as a performance management system, over a period of time it has come to be known as a strategy management system, with its ultimate aim being the achievement of long term financial performance. Balanced scorecard is seen as a strategic management system enabling business leaders to meet the challenge of strategy execution.

    Two of the ideas that underpin modern balanced scorecard designs concern facilitating the creation of such a control – through making it easier to select which data to observe, and ensuring that the choice of data is consistent with the ability of the observer to intervene.

Design of a balanced scorecard is about the identification of a small number of financial and non-financial measures and attaching targets to them, so that when they are reviewed it is possible to determine whether current performance 'meets expectations'. By alerting managers to areas where performance deviates from expectations, they can be encouraged to focus their attention on these areas, and hopefully as a result trigger improved performance within the part of the organization they lead.

The original thinking behind a balanced scorecard was for it to be focused on information relating to the implementation of a strategy, and over time there has been a blurring of the boundaries between conventional strategic planning and control activities and those required to design a balanced scorecard. This is illustrated well by the four steps required to design a balanced scorecard included in Kaplan & Norton's writing on the subject in the late 1990s:

  1. Translating the vision into operational goals;
  2. Communicating the vision and link it to individual performance;
  3. Business planning; index setting
  4. Feedback and learning, and adjusting the strategy accordingly
First Generation
  • Second generation
  • Third generation
  • First generation

    The first generation of balanced scorecard designs used a "4 perspective" approach to identify what measures to use to track the implementation of strategy. `The original four "perspectives" proposed were:

    • Second generation

      In the mid-1990s, an improved design method emerged. In the new method, measures are selected based on a set of "strategic objectives" plotted on a "strategic linkage model" or "strategy map". With this modified approach, the strategic objectives are distributed across the four measurement perspectives, so as to "connect the dots" to form a visual presentation of strategy and measures.

      In this modified version of balanced scorecard design, managers select a few strategic objectives within each of the perspectives, and then define the cause-effect chain among these objectives by drawing links between them to create a "strategic linkage model". A balanced scorecard of strategic performance measures is then derived directly by selecting one or two measures for each strategic objective. This type of approach provides greater contextual justification for the measures chosen, and is generally easier for managers to work through. This style of balanced scorecard has been commonly used since 1996 or so: it is significantly different in approach to the methods originally proposed, and so can be thought of as representing the "2nd generation" of design approach adopted for balanced scorecard since its introduction.

      Third Generation

      In the late 1990s, the design approach had evolved yet again. One problem with the "second generation" design approach described above was that the plotting of causal links amongst twenty or so medium-term strategic goals was still a relatively abstract activity. In practice it ignored the fact that opportunities to intervene, to influence strategic goals are, and need to be, anchored in current and real management activity. Secondly, the need to "roll forward" and test the impact of these goals necessitated the creation of an additional design instrument: the Vision or Destination Statement. This device was a statement of what "strategic success", or the "strategic end-state", looked like. It was quickly realized that if a Destination Statement was created at the beginning of the design process, then it was easier to select strategic activity and outcome objectives to respond to it. Measures and targets could then be selected to track the achievement of these objectives.

      • Financial: encourages the identification of a few relevant high-level financial measures. In particular, designers were encouraged to choose measures that helped inform the answer to the question "How do we look to shareholders?" Examples: cash flow, sales growth, operating income, return on equity.
      • Customer: encourages the identification of measures that answer the question "How do customers see us?" Examples: percent of sales from new products, on time delivery, share of important customers’ purchases, ranking by important customers.
      • Internal business processes: encourages the identification of measures that answer the question "What must we excel at?"Examples: cycle time, unit cost, yield, new product introductions.
      • Learning and growth: encourages the identification of measures that answer the question "How can we continue to improve, create value and innovate?". Examples: time to develop new generation of products, life cycle to product maturity, time to market versus competition.

     

    Enrolment Options

    You can enroll for our courses by paying through the following options:

    • You can pay online using - credit card / debit card / net banking
    • You can deposit cash in HDFC or ICICI branch. Please remember to email us a copy of the deposit slip.
    • You can drop a cheque in either HDFC or ICICI (ATM / bank branch).
    • You can courier the cheque to our office and we will take care of the rest.
    • Payment can be made for the appropriate amount depending on which option you decide to take.

    * Pricing of some of the programs may vary. Please contact us for more details

    READ WHAT OUR CUSTOMERS SAY...

    Prabin Kumar Nath

    This course is very helpful for me to understand quality management and i will like to implement in our company

    abortion pill clinics in md abortion pills cost early abortion pill options

    Roudra Chakraborty

    Pros: 1. Awesome course. 2. Test pattern is very user friendly. Cons: 1. Course Material should be more example oriente...

    Ramesh Walia

    “It is a very useful course. The information given in the online course is simple to understand and complete in nature.

    Nishi Kant Bhardwaj

    very convenient, comprehensive and prompt.

    Mamta Singh

    PPT of Agile is good. content of course if good. way of presentation by trainer is good.

    abortion pill services aegdr.org definition of abortion pill

    Rupesh Waghray

    Course was very good. I submitted my photo 4 times now.. two hard copies at classroom sessions and by email. Still at t...

    abortion pill services aegdr.org definition of abortion pill

    Aravind GS

    The course was designed is well paced manner, the support from International Academy team has been great. Thanks

    abortion pill services free abortion pill definition of abortion pill

    Kavana Rai

    i liked food, I liked quality of training,i liked study materials

    reasons for abortion pill how much does abortion pill cost cost of abortion pill

    Vivek Joshi

    Study material needs to have detailed information for better preparation.Kindly share the total correct ans of the test...

    Avinash singh

    Course delivery was good teacher was also very cooperative.

    abortion pill services herbal abortion pill definition of abortion pill
    reasons for abortion pill how much does abortion pill cost cost of abortion pill

    Course Duration
    3 Month
    Course Rating

    No. of Professionals who have already been certified on till today

    600

    Enrol Now

    GET A CALL BACK








     

    Top