Balanced scorecard course

"A" How to use the balanced scorecard to help enterprises realize their strategies

Strategy for enterprises, replication is very significant and far-reaching. However, most enterprises have great strategies, but they have not achieved effective strategic landing, so it is also very important to achieve strategic landing. I suggest that it is best to listen to the course "Strategic Implementation and Strategic Performance Management" by Professor Tang Dongfang, a famous strategic expert. He will tell you how to sort out the strategy, turn it into the strategic map of the company, and then further become the performance goals and plans of the middle and high level of the company, so as to link the daily management of the company with the strategy and realize the effective landing of the strategy.

Second, how does the balanced scorecard undertake the organizational strategy?

In order to weigh the relationship between financial management and quality management, and even the gains and losses of other factors, a strategic management performance evaluation tool called balanced scorecard came into being.

Someone once said that it may not be difficult to find a method to evaluate the value of information systems, but it is difficult to find the feeling of such evaluation. How to combine short-term returns with sustained growth in value evaluation is an unavoidable topic for CEO and CIO. The winning magic weapon for high-altitude tightrope walkers is not only self-confidence, skill, courage and caution, but also a precise grasp of balance, which is a subtle feeling of hiding in the deep heart and grasping the "gossamer".

On March 20th this year, Harvard management guru Robert S. Kaplan will be invited to visit China, Beijing and Shanghai to introduce the concepts of Balanced Scorecard (BSC) and Activity-Based Costing (ABC) invented by him and his partners. DHL has become the focus of attention because of its great changes in the process of implementing the balanced scorecard.

Be born in a good time

In the last 20 years of the 20th century, many American companies began to realize that only using financial figures for management would often make them lose their direction and fail to capture their ideal brilliance. But when they turned their attention to quality control, followed the excellent Six Sigma Plan and pursued national quality awards, such as Malcolm Baldridge National Quality Award in the United States, deming prize in Japan and EFOM Award in Europe, some companies that won national quality awards soon found themselves in financial difficulties again. How to weigh the gains and losses between them, even more other factors, became the fashion in theory and practice at that time.

On this premise, Robert Kaplan, a professor of leadership development at Harvard Business School in the United States, and Norton, the founder and president of Fuxing International Consulting Company, put forward a strategic management performance evaluation tool based on the successful experience of 12 large enterprises after a year of painstaking research. Balanced scorecard is an information management tool. Analyze the key success factors to complete the enterprise mission and the projects to evaluate these key success factors, and constantly check and verify the process, so as to grasp the performance evaluation and urge the enterprise to achieve the goal.

According to a survey by Gartner Group, 70% of Fortune Global 1000 companies have adopted the balanced scorecard system, and Bain &; The company survey also pointed out that more than 50% of North American enterprises have adopted it as a method of internal performance evaluation. The non-financial evaluation method revealed by the balanced scorecard is widely used in the design and implementation of employee bonus plans in these companies. Harvard Business Review called the Balanced Scorecard the most influential strategic management tool in 75 years.

Zonghe

When a reporter called DHL's headquarters in China, Mr. Huang, the marketing manager, said excitedly that DHL began to implement the balanced scorecard performance management method several years ago. Although DHL China only introduced this concept in early 2002 and began to apply it to management, BSC has brought great changes to their management.

Mr. Huang said that in the past, they emphasized the management of various financial indicators. In that environment, although the company is operating normally, it is difficult to mobilize all employees' awareness and enthusiasm for the company's goals because the financial indicators cannot cover all departments of the whole enterprise, and the whole enterprise is always at a loss in the operation process.

But after they began to implement the balanced scorecard, this situation has changed a lot. First of all, DHL Global has defined their long-term strategic goal-they want to become the market leader in the global market and maintain this position. Then, according to the characteristics of their industry, this goal is refined into three specific areas: finance, efficiency index and service quality. After adjusting the index data according to China's specific national conditions, they instilled strategic indicators into DHL China. After receiving the instruction, DHL China will adjust the index value according to the characteristics of the geographical, cultural and economic development level of the three regions, namely, the northern region, the eastern region and the southern region, and instill the concept of the headquarters in these three regional headquarters. In these three regional headquarters, the indexation strategy was adjusted again and then spread to 39 subordinate subsidiaries.

Mr. Huang pointed out that top-down indoctrination index is not the essence of the whole work, but another bottom-up feedback and correction process. In DHL, CEOs of various regions and branches, as well as CEOs of some important branches, have a summit every quarter to discuss each goal under each indicator and see if the indicators set at the beginning are reasonable. If the set index is far from the fact, then they will discuss which link has gone wrong, whether it was not thought through when setting this index at the beginning, or whether the branch company has defects in the implementation process. If there is a problem with the index setting, the upper management should consider modifying the index to coordinate development. With this complete set of BSC performance evaluation indicators, the difference between ideal and reality is decomposed into several simple indicators, and people can easily see which link has gone wrong and what the possible reasons are, which can help you find the key points quickly, improve efficiency, increase transparency and make management more convenient and effective.

Form an alliance

Data collection has always been a difficulty in the implementation of balanced scorecard, but it is only a piece of cake for DHL, because DHL records the registration information of every customer in detail, and their customer database system is huge and complete. The gap between departments is also extremely rare because of the characteristics of their respective service centers, but various target systems have more or less stifled the common interests of some departments and strengthened the ties and exchanges between departments.

But for DHL, these index systems and targets obviously undertake a higher mission-comparison and learning among branches. Because all the targets under the indicators are quantitative units, the 39 branches of DHL may have regional differences, but the evaluation system is the same, so they have a same language: these quantitative standards can let them clearly know their level in all branches of the country, whether in terms of service quality or service efficiency.

Someone once said that it may not be difficult to find a method to evaluate the value of information systems, but it is difficult to find the feeling of such evaluation. How to combine short-term returns with sustained growth in value evaluation is an unavoidable topic for CEO and CIO. The winning magic weapon for high-altitude tightrope walkers is not only self-confidence, skill, courage and caution, but also a precise grasp of balance, which is a subtle feeling of hiding in the deep heart and grasping the "gossamer".

The fatal point is that feelings can never be copied. What we can do is to help managers capture this exquisite "sense of balance" with the help of Professor Kaplan's balanced scorecard evaluation system and measurement method. No wonder DieterHuckstein, general manager of Hilton Hotel's hotel department, also highly praised this plan: "The balanced scorecard created by Kaplan and Norton has been deeply rooted in people's hearts and has become the business model of today and tomorrow."

If we do a survey now, almost every enterprise will report that they have a performance management system inside. It is hard to say whether this system is really effective and plays a role in improving enterprise performance. Theoretically speaking, performance management, as the core component of human resource management, aims to clarify employees' work tasks and performance goals through continuous and dynamic communication on the basis of coordinating the strategic direction of enterprise development, thus affecting employees to achieve the company's performance goals through correct and appropriate behaviors. Specifically, efficient performance management should cover the following links: > According to the development strategic objectives established by the enterprise, the medium-and long-term objectives of the enterprise are decomposed into several short-term objectives through step-by-step implementation, and each department and employee are defined, so as to establish corresponding performance evaluation indicators and standards. > take this as a guide to carry out the daily evaluation of human resources, understand the actual working conditions of employees and their potential for future development, and then review the progress and situation of goal completion against the set goals. > according to the results of evaluation and analysis, feedback the information to the employees themselves, and take necessary measures such as rewards and punishments, training, guidance, post adjustment and target adjustment. To ensure better performance in the next stage. Summarize the efficient performance management system, such as the balanced scorecard: > help to establish the company's strategic management system, concentrate effective strategies and resources, and combine strategy, objectives, action plan, budget management, performance evaluation and incentive system; Clarify the methods to achieve business objectives and put the strategy into concrete actions through top-down communication; > translate the strategy into the working language of daily actions and daily communication of all departments; > can help organize the key information needed to implement the strategy. The key to test the success of the enterprise's "balanced scorecard" lies in its clarity. If a bystander can accurately identify the future competitive strategic direction of the enterprise by analyzing the balanced score index of the enterprise, then the design of the balanced scorecard of this enterprise can be regarded as successful. & ltbr/>； & ltbr/>； & ltfont color=#0556A3 > References:

(3) How to use the balanced scorecard to evaluate organizational performance?

How to do a good job in performance appraisal of balanced scorecard; Course description:; Balanced Scorecard Management (BSC) is a management idea, which integrates enterprises. Solution:; Stones from other mountains can attack jade; Although the application of balanced scorecard is different according to the situation of all walks of life; If you want to do a good job in the performance evaluation of the balanced scorecard, you should pay attention to doing a good job in the quartet; 1. decompose indicators according to the balanced scorecard; 2. Set up performance evaluation; 4. Feedback and application of performance appraisal results; Performance appraisal based on BSC needs to be drawn according to BSC's ideas first; At the same time,

How to do a good job in performance appraisal of balanced scorecard

Course description:

Balanced Scorecard Management (BSC) is a management idea and an effective communication tool that combines enterprise strategy with daily behavior goals. As an extension of target management, performance appraisal is not only the management extension of balanced scorecard, but also the ultimate goal of implementing balanced scorecard. Using the balanced scorecard as an organizational management tool until the performance appraisal system is formed, we need to master the management tools: balanced scorecard, strategic map, organizational structure adjustment, job description, performance appraisal agreement and performance appraisal result analysis. In this course, we will discuss how to use the management idea of balanced scorecard to complete the whole performance appraisal system.

Solution:

A wise man corrects his own mistakes through the mistakes of others.

Although there are different methods in the application of balanced scorecard according to the situation of all walks of life, they are all the same. The following summarizes some methods and processes from actual combat experience for your reference and helps us to avoid detours and achieve success.

In order to do a good job in the performance evaluation of the balanced scorecard, we should pay attention to four aspects:

1. decompose indicators according to the balanced scorecard; 2. Set the weight of performance appraisal indicators; 3. Control the implementation process;

4. Feedback and application of performance appraisal results.

To conduct performance appraisal according to BSC, it is necessary to draw a strategic map according to BSC's ideas and decompose indicators on this basis, as well as indicators decomposition methods at financial level, customer level and internal process level.

At the same time, the work at all levels above needs people to complete in the final analysis. So, how can we ensure that the whole organization based on a single employee has the ability to complete the above work? This requires us to decompose and define through the indicators of learning and growth. In terms of talent system, the usual development work is to establish a post competency model, and conduct employee quality training with reference to the content of this model, establish a clear and incentive assessment system, and set up an incentive salary system.

In information construction, information system construction and knowledge management complement each other and are mutually causal. In the construction of information system, we usually have to build the following topics: customer management system; Invoice system; Financial system; Office OA system. Many enterprises hope to integrate the above systems, which is an inevitable trend after the enterprises develop to a certain scale. about

Knowledge management, only organizations that can use information correctly can acquire knowledge from information and finally establish a perfect knowledge management platform. In the knowledge system, we usually focus on product research and development system, innovation reward system and knowledge platform management.

In organizational management, corporate culture is as important as organizational construction. Corporate culture is one of the projects that are difficult to evaluate quantitatively. However, we can still quantitatively evaluate the specific phased results by making the system more complete and practical, establishing corporate culture events, promoting and guiding the specific implementation of corporate culture, and decomposing the specific steps of these work. In the aspect of organizational construction, combining the stability of organizational structure with the construction of authorization system, we can get the index of organizational control quality, and we can also get the index of organizational system construction integrity through the number of imported talents and retention rate.

Because learning and growth are at the end of the enterprise strategic map, the decomposition of its specific indicators is closely related to the contents of the first three levels, so the specific indicators need to be determined according to the specific conditions of different enterprises.

Complete indicators alone are not enough to guide employees to conform to the company's strategic development, and it is even more difficult to play a greater incentive role. We also need to set the evaluation weight of performance indicators according to different stages of enterprise development, different job nature and different job levels. On the method of setting the weight of performance evaluation index.

All management work needs to be improved in the process of implementation in order to give full play to the maximum efficiency of management. When it comes to the combination of balanced scorecard and performance management, we must first set up a performance appraisal organization. Because the balanced scorecard mainly takes the enterprise strategy as the operation direction, in the process of organization construction and member selection, we should also carefully and comprehensively absorb and evaluate the members of the organization from the understanding of strategic intentions.

The person in charge of the evaluation institution must be the highest-ranking person in the enterprise, usually the chairman or general manager of the enterprise. In the selection of core members, you can choose some senior personnel with management authority, but you must have the highest-ranking personnel in the human resources and financial departments to join, usually the human resources director or manager, and the financial department should also have the financial director or manager. In the setting of executive members, the first person in charge of each department must join in to ensure the implementation effect of the strategy, and in order to ensure the accuracy of the assessment, necessary * * * personnel should also be appointed as the assessment executor. Finally, in order to evaluate customers and other external factors.

In order to evaluate accurately, it is necessary to introduce some customers and partners as members of the evaluation organization.

After the organization is set up, it is necessary to conduct performance interviews on the specific management details and performance appraisal of BSC, and formulate the assessment basis of various assessment indicators to ensure the fairness and justice of the assessment results. Performance interview before the implementation of performance appraisal can effectively avoid omissions in the process of formulating performance appraisal rules. During various demonstrations, I suggest that HR personnel repeatedly and tirelessly explain the following contents, including:

1. Corporate goals. Enterprise goal is the premise of implementing strategic management and balanced scorecard management. Only when the enterprise has a strategic business goal can it gradually decompose the strategic steps.

2. The concept of balanced scorecard. Employees must understand the concept and content of BSC, otherwise, our employees will use their creative thinking to personally understand some indicators, which will make the index decomposition process deviate from employees' understanding.

3. The idea of exponential decomposition. That is to say, the business thinking, the setting of assessment indicators and the setting of weights of various departments and employees are actually determined by the idea of decomposing indicators from micro to digital, which is related to the vital interests of employees. It is necessary for employees to maintain a high degree of consistency with the company's ideas in order to make performance appraisal play a positive incentive role.

4. Responsibilities of various departments and posts. This is already a specific assessment index, and it must be

What kind of company is easier to choose for the balanced scorecard assignment assigned by the teacher? It's best to give several company names directly. Thank you ~ ~

There are many researches on the balanced scorecard at home and abroad. The balanced scorecard is mainly used to evaluate the performance and manage the company's strategy through financial, customer, internal operation, learning and growth indicators. If you want to design a balanced scorecard for an enterprise, you'd better find a company with imperfect management, so there are many problems and innovations! ~

Wu analyzed the four levels of the balanced scorecard.

Reference answer to this question:

The balanced scorecard divides the strategic objectives of enterprises into the following four levels: (1) financial level. The indicators at this level mainly include: income growth, income structure, cost reduction, productivity improvement, asset utilization rate and investment strategy. (2) Customer level. The main contents of this level of indicators are: market share and old customer retention rate. New customer acquisition rate, customer satisfaction, customer profit rate, etc. (3) Internal operation level. The main contents of this level of indicators are: the improvement and innovation process, internal operation process and efficiency, after-sales service process of enterprises. (4) Learning and growth. The indicators at this level mainly include: the quality and ability of employees, the ability of information systems, the coordination of incentives and authorizations, and employee satisfaction.

Lu, how to use the balanced scorecard reasonably?

How to use the balanced scorecard

Balanced scorecard is a comprehensive scoring index system to measure and evaluate enterprises; It is a series of financial performance indicators and non-financial performance.

Synthesis of measurement indicators; It is also a management method, and its attention is mainly focused on the realization of the strategic objectives of the enterprise organization. Therefore, Karp

Lan and Norton believe that "balanced scorecard is the cornerstone of strategic management system"

first-phase preparations

Enterprises should make strategic positioning according to their own environment and resources, determine strategic objectives, and make progress at all levels of enterprises.

Conduct communication education, publicize the vision and strategic goals of the enterprise, and realize the knowledge of * * * from top to bottom. At the same time, managers and technicians are transferred from all levels.

Establish a balanced scorecard performance evaluation team.

The main responsibility of this group is to determine the evaluation criteria,

Establish an evaluation system,

Data collection and data processing,

The whole performance evaluation process, such as evaluating performance, supervising implementation and accepting feedback, and revising indicators.

How does "Qi" balanced scorecard undertake organizational strategy?

Through the balanced scorecard BSC, the strategic objectives of the organization are transformed into specific data, and the data are collected and analyzed by the responsible departments every month to discuss feasible improvement schemes. Make an annual summary and make a target plan for the coming year.

The balanced scorecard can be divided into sales (revenue, accounts receivable, customer satisfaction).

Supply (inventory turnover rate, timely supply rate, excess freight)

Quality (IPPM\RPPM\SPPM\CPPM, one-time pass rate)

operate

1. Human resources (turnover rate, employee satisfaction, overtime)

2. Equipment (equipment utilization rate, downtime, spare parts)

3. Projects (number of projects put into production, PPAP one-time pass rate)

4. Finance (pre-tax profit, cost reduction and efficiency increase, bad cost)

The above aspects endow the strategic objectives with practical significance.

How does "Ba" balanced scorecard help enterprise strategic management?

The Greek word "strategos" means "the art of a general commanding an army". It was originally a military term. In the 1960s, strategic thought began to be applied in the commercial field, and together with Darwin's biological evolution thought of "natural selection", it became the two major ideological sources of strategic management discipline. Strategic management refers to the long-term survival and development of enterprises. On the basis of fully analyzing the external environment and internal conditions of the enterprise, it is a dynamic process to determine and select the strategic objectives of the enterprise, plan for the realization of the strategic objectives, and then put this planning and decision into practice by relying on the internal capabilities of the enterprise, and control it in the implementation process. It includes the formulation and implementation of strategy, as well as the supervision, analysis and control of the implementation process, so that enterprises can restrain their own resource allocation and career direction, and finally promote enterprises to achieve their goals smoothly. Because of the long-term nature of the strategy itself, employees in the organization may have different understandings of it, so it is easy to produce inconsistent behaviors in the implementation process, thus hindering the realization of the strategic objectives. On the basis of summarizing the performance evaluation system of more than a dozen large enterprises, in the 1990 s, Harvard Business School professor Robert? Kaplan and David, President of Renaissance Global strategic groups? Norton put forward the balanced scorecard theory. After more than 20 years' development, the balanced scorecard has become an important tool for enterprise strategic management, and plays a very important role in enterprise strategic planning and implementation management.

I. Overview of Balanced Scorecard

The balanced scorecard aims at the strategic and long-term planning of enterprises, and combines the actual operating conditions of enterprises to systematically classify and plan the performance management of enterprises from four evaluation dimensions: finance, customers, internal business processes and learning and growth, thus forming a strategic index evaluation system. Different from the traditional evaluation tools based on financial indicators, the balanced scorecard has the following characteristics:

(1) The balanced scorecard of financial indicators and non-financial indicators comprehensively evaluates the enterprise from four dimensions: finance, customers, internal business processes and learning and growth. Its non-financial indicators account for a large proportion, which can comprehensively describe the performance of enterprises and reflect the balance between financial indicators and non-financial indicators.

(II) Balance between Short-term Indicators and Long-term Indicators The Balanced Scorecard starts with the long-term objectives of the enterprise, and gradually decomposes the long-term indicators into short-term objectives, so as to realize the combination of enterprise strategic planning and annual planning, solve the shortcomings of poor operability of enterprise strategic planning, and achieve the purpose of giving consideration to both long-term indicators and short-term indicators in the process of strategic implementation.

(3) Balance between achievement indicators and performance-driven indicators As an enterprise, we must first clarify the results it pursues and the necessary factors that produce these results. The balanced scorecard includes achievement indicators and performance drivers.

(4) Balance between external environment and internal environment The balanced scorecard not only pays attention to the changes in the internal environment of the enterprise itself, but also pays more attention to the impact of the changes in the external environment on the implementation of the enterprise strategy, thus promoting the comprehensiveness and popularization of evaluation indicators and finally realizing the combination of internal evaluation and external evaluation.

(V) The four dimensions of the balanced scorecard of lagging indicators and leading indicators include lagging indicators such as finance and customers that reflect the results of previous work, and indicators that drive future performance such as internal processes and employee learning and growth, so that enterprises can pay more attention to processes and help improve their management level to obtain better financial results.

Second, the role of balanced scorecard in enterprise strategic management

Balanced scorecard is a new strategic management tool, which puts the strategy of enterprise organization at the core, which is more conducive to ensuring that the activities of various departments and employees can be carried out around the overall strategy of the enterprise, and all resources of the enterprise can better serve the enterprise strategy.

(A) the strategic analysis process under the guidance of the balanced scorecard theory. The clear development strategy of an enterprise should be effectively implemented in all aspects of the enterprise, and at the same time, the investment focus of the enterprise should be consistent with the strategic objectives of the enterprise. The process of strategic analysis is actually the process of identifying strategies. It is necessary to scientifically apply the balanced scorecard theory, analyze all kinds of complex and changing environments inside and outside the enterprise from all dimensions, find out the opportunities that are beneficial to the rapid development of the enterprise, find out the aspects that may threaten the development of the enterprise, analyze the situation of enterprise stakeholders, analyze the advantages and disadvantages of competitors in the market, adjust the plan in time, and decide the future development strategy of the enterprise. It is necessary to scientifically evaluate and analyze the advantages and disadvantages, resource guarantee and the ability to achieve goals within the enterprise organization in order to establish the advantages over competitors.

(2) The strategy formulation process based on the four dimensions of the balanced scorecard should be considered from the four aspects of the balanced scorecard. After defining a clear strategy, enterprises should publicize it accordingly. The purpose of doing this is to make all departments and employees of the enterprise clear about the relevant connotation of the enterprise strategy, which is conducive to keeping the work behavior of all departments and employees consistent with the overall strategy and giving full play to the synergy of the strategy. Similarly, when every employee in the enterprise knows what he should do, it will greatly facilitate the decomposition of the overall strategy of the enterprise. After the enterprise decomposes and formulates the corresponding balanced scorecard at all levels, it can assess both departments and employees, and then link the assessment results with the incentive mechanism to play a truly effective incentive role.

(III) Coordinated and unified strategy implementation process with balance as the starting point After the enterprise's strategy is formulated, the enterprise begins to implement the strategy. Generally, the strategic goal is achieved through the following steps: first, the strategic vision of the enterprise is interpreted from the four dimensions of the balanced scorecard, and the corresponding indicators are established from these four dimensions. The second is to establish four evaluation indicators of the balanced scorecard and find out the most representative key indicators. The balanced scorecard thoroughly transforms the strategy into a systematic index system through step-by-step decomposition, which is helpful to the orderly implementation of the enterprise strategy. The third is to assign values to the corresponding indicators. After selecting specific evaluation indicators, enterprises begin to assign values to the indicators. The fourth is to emphasize effective communication within the enterprise organization. Enterprises should communicate the overall strategy to all corners of the organization through various effective communication channels.

Third, China enterprises use the balanced scorecard to implement strategic management strategies and suggestions

Although there are many successful cases after the introduction of the balanced scorecard into China, most enterprises still have a lot of room for improvement when applying the balanced scorecard. In order to promote the balanced scorecard to be better applied in the process of enterprise strategic management, it is suggested that enterprises further strengthen in the following aspects:

(A) to strengthen communication and publicity, to overcome internal resistance Whether the balanced scorecard can be successfully used in enterprises, the key lies not in the administrative means adopted, but in whether the implementation of this tool can be deeply rooted in the hearts of the people and produce * * * sound. This requires increasing the publicity of this tool, so that every employee can fully understand the company's strategy and the relationship between strategy and this management tool, and finally closely combine with everyone's own work. The successful implementation of the balanced scorecard also needs to overcome the internal resistance of the organization. This kind of conflict is inevitable. To solve these internal resistance, we must get the support of top managers, and strive for the cooperation of middle managers to the maximum extent, eliminate interference and reduce * * *.

(2) Correctly treat the relationship between implementation costs and benefits. The four dimensions of the balanced scorecard are interrelated. To achieve financial goals, we must first change the other three dimensions, which requires a lot of investment. Therefore, we say that the primary problem in implementing this project is cost rather than income. In particular, there will be a time lag between the generation of benefits and the input, so there may be a situation in which the satisfaction of all aspects is improved, but the financial indicators are reduced. The key point is that when implementing the balanced scorecard, we must make it clear that a large amount of investment invested in the changes of non-financial indicators can be recovered from financial indicators in the foreseeable future, and we should not lose confidence because it has no effect for a period of time, but should look further.

(3) The design of the balanced scorecard should conform to the actual situation of the enterprise. Because each company's background and strategic goals are different, their respective tasks and indicators are different, even if the goals are the same, they will be measured by different indicators. In addition, the indicators of different enterprises are different because of the different connotations of their industries. Even subsidiaries under the same group have different evaluation criteria because of different regions. In short, each enterprise's balanced scorecard has its own characteristics, which is in line with its own specific situation and closely integrated with its own corporate strategy. Copying can not give full play to the advantages of this new management tool, and even affect the correct evaluation of enterprise performance.

(4) Scientifically formulate indicators to decompose all levels of the balanced scorecard. In general, the balanced scorecard, as a strategic decomposition tool, does not mean that the more levels of decomposition, the better, nor does it mean that the more indicators, the better. Because if there are too many levels of strategic decomposition, its logic will be too complicated, and the relationship between the bottom indicators and the top indicators will be blurred. On the other hand, the quality of employees in China enterprises is not enough to support too complicated decomposition, so generally speaking, the decomposition of the balanced scorecard does not exceed three levels at most, and there are usually three levels: company, department and employee. With the deepening and improvement of the research and the concrete practice of many domestic enterprises, I believe that the balanced scorecard will make great achievements in the strategic management of enterprises in China, and will certainly better promote the rapid transformation of enterprises and enhance their core competitiveness.

Who knows the theoretical concept of balanced scorecard and how to use it to achieve balance?

The core idea of the balanced scorecard is to show the strategic trajectory of the organization and realize the strategic target process of performance appraisal-performance improvement and strategy implementation-strategy revision through the causal relationship driven by the indicators such as finance, customers, internal processes, learning and development. The reason why it is called "balanced scorecard" is mainly because it is a complementary and balanced performance appraisal and strategy implementation process between financial indicators and non-financial indicators, between quantitative evaluation and qualitative evaluation, between objective evaluation and subjective evaluation, between short-term goals and long-term goals of organizations, and between various departments of organizations.