“Formulating strategy is one thing. Executing it
throughout the entire organisation… well, that’s the really hard part.” –
Lawrence G. Hrebiniak Having problems in
translating your business strategy into actions, and eventually, expected
results? Do you feel that the traditional financial measures are inadequate
for guiding and evaluating your organisation’s performance in this
information age? You are right! Navigating through such a competitive,
technological and capacity-driven environment cannot be accomplished merely
by monitoring and controlling financial measures of past performance. It has
to include your organisation’s intangible and intellectual assets, such as
customer loyalty, process capabilities, employee knowledge and skills,
information systems and databases. This unique
programme, based on Robert S. Kaplan and David P. Norton’s Balanced Scorecard
(BSC) concepts and practices, provides you with the hands-on “How To” of
building a BSC, which translates your business strategy into measurable
actions and hence desired results for your organisation. You will be able to
learn how to develop a BSC strategy map by incorporating various key
elements, namely, strategic objectives, measures, targets and initiatives. Whether you are
about to embark on a BSC initiative, or in the midst of a struggling BSC
effort, you will able to learn from this programme the best practices of
developing a BSC, which is vitally important for your organisation’s success
as well as your own success. |
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Objectives
Upon completion of this programme, you will be able to: ·
Identify the purpose of the Balanced Scorecard and define
"strategy" in the BSC context ·
Describe Balanced Scorecard building process ·
Develop strategic objectives and create linkages between these
objectives on a BSC strategy map ·
Identify the purpose of strategic measures in the BSC and describe the
criteria for developing these measures ·
Identify the purpose of targets in the BSC process and describe the
criteria for setting these targets ·
Identify strategic initiatives, map them to BSC objectives, and list
the steps for prioritising them for their inclusion in the BSC ·
Identify the purpose and importance of reporting in the BSC process
and develop a reporting framework Who Should
Attend
Learning
Outcome
At the end of this programme, you will have gained the
following knowledge and learning:
·
Translate
your business strategies into actions by using BSC as a strategic management
tool |
Programme
Outline
Day 1 ·
Introduction o
Barriers To Effective Strategy
Implementation o
Strategy-Focused Organisation (SFO) ·
Balanced Scorecard (BSC) Concepts Overview o
BSC Framework o
Use of BSC Day 2 ·
Building A Balanced Scorecard o
Getting Started o
Mapping Strategy o
Defining Measures and Targets o
Aligning Initiatives o
Reporting Day
3 ·
Building
Strategic Alignment ˇ
Cascading ˇ
Integrating Training
Facilitator
Dr
Lai Chong Teng, MMIM, MIM-CPT
Diploma (Mech Eng)
(Technical College, M’sia), BSc (Mech) (Strathclyde
University, Scotland), M Eng. (University of
Mac Master, Canada), DBA (UK) Associate Consultant (MIM), MIM SME Development Programme Director |
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Administrative Details Fees: MIM Member: RM1,570 Non-Member: RM1,800 Duration: 3 days Time: 9:00 a.m. – 5:30 p.m. Venue: MIM Management House Kuala Lumpur |
PSMB Scheme:
CPD Hours:
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