Download Business Process Management and the Balanced Scorecard : by Ralph F. Smith PDF

By Ralph F. Smith

Enterprise technique administration and the Balanced Scorecard indicates managers the right way to optimally use the balanced scorecard to accomplish and maintain strategic luck whilst the enterprise setting adjustments. It exceedingly fills the space among idea and alertness to facilitate using tactics as a strategic weapon to carry world-class functionality.

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Extra info for Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers

Sample text

The implication of this tendency is that an organization has to be careful that its assessment doesn’t get overloaded with weaknesses while neglecting strengths and opportunities. Fortunately, all of these potential barriers are navigable through the formal assessment process. The first issue is the inability to thoroughly analyze thousands of processes because of time and resource constraints. The good news is that it isn’t necessary to do so. The point of the assessment is not to analyze everything; rather, it is to determine which processes have strategic significance.

What future technology changes will impact us? • How will needed workforce skills change in the future, and are we prepared to be successful in that environment? qxp 44 10/4/06 12:00 PM Page 44 The Strategic Process select from. This doesn’t mean that every question needs to be asked in every assessment. Also, most restaurants prepare dishes for customers upon request that are not listed on the regular menu. In the same way, these questions should not be viewed as exhaustive. It is common when doing an assessment that new and different questions will arise as you progress through the different categories.

The job of the accounting manager should be coordination and integration of all the functions within accounting, such as accounts payable, accounts receivable, payroll, and so on. Then, as the accounting manager moves up to CFO and COO and CEO, the responsibility continues to be coordination and integration of more diverse areas. This means that by the time a manager reaches the level where he or she is devising strategy, he or she will need to have a familiarity with the large, cross-functional processes of the organization.

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