C服务业BSC应用分析（英文版）

2GCLimitedAlbanyHouse,MarketStreetMaidenhead,BerkshireSL68BEUK+44(0)[e-mail]&theBalancedScorecardPresentedtoBetterManagement.comBalancedScorecardandSLAswebseminarSeptember2001©20032GCLtd.Allrightsreserved.Thisdocumentisprotectedundercopyrightby2GCLtd.Thefollowingtermsandconditionsapplytoitsuse:Photocopying-singlephotocopiesmaybemadeforpersonaluseasallowedbynationalcopyrightlaws.Permissionfrom2GCandpaymentofafeeisrequiredforallotherphotocopying,includingmultipleorsystematiccopying,copyingforadvertisingorpromotionalpurposes,resale,andallformsofdocumentdelivery;DerivativeWorks–Permissionfrom2GCisrequiredforallderivativeworks,includingcompilationsandtranslations;ElectronicStorageorUsage-Permissionfrom2GCisrequiredtostoreoruseelectronicallyanymaterialcontainedinthisdocument.Exceptasoutlinedabove,nopartofthisdocumentmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recordingorotherwise,withoutpriorwrittenpermissionofthe2GCLimited.September2001ServiceLevelAgreementsandBalancedScorecardPage1©2GCLimited,2003.StructureofpresentationConclusionsConclusionsTheBalancedScorecardTheBalancedScorecardOverlapsandCommonFeaturesOverlapsandCommonFeaturesServiceLevelAgreementsServiceLevelAgreementsSeptember2001ServiceLevelAgreementsandBalancedScorecardPage2©2GCLimited,2003.SLAsandtheBalancedScorecardSowhatisaServiceLevelAgreement?“Awrittenagreementbetweenserviceusersandclientsandserviceproviders,settingoutrightsandobligationsofeachdepartmentorserviceintermsoftheircontributionstofulfillingtheorganization’scontract”UKNationalHealthServiceSeptember2001ServiceLevelAgreementsandBalancedScorecardPage3©2GCLimited,2003.SLAsandtheBalancedScorecardSowhatisaServiceLevelAgreement?InternalContractsbetweenDivisions/FunctionalDepartmentsofthesameorganisationopentoexternalscrutiny(e.g.byAuditor/Regulator).Theclassic‘outsourcing’agreement.PerformanceContracts(e.g.Generic‘unenforceable’internalagreementsbetweenpartsofanorganisation).PartnershiporTeamingAgreements.InternalExternalFormalInformalSeptember2001ServiceLevelAgreementsandBalancedScorecardPage4©2GCLimited,2003.SLAsandtheBalancedScorecard‘Outsourcing’(Formal/External)Notnewidea•Vatican‘outsourced’itsdefenceneedstotheSwissin1506•Manyofthekeyprinciplesformalisedin1960’sbyOliverE.Williamsonasconclusionsdrawnfromthinkingabout‘TransactionalCostEconomics’•Gainedmomentumduring1980saspartofthe‘BusinessProcessRe-engineering’focusofthatera•Governmentswerelateadopters,butsomenowverykeenSeptember2001ServiceLevelAgreementsandBalancedScorecardPage5©2GCLimited,2003.SLAsandtheBalancedScorecard‘Outsourcing’(Formal/External)DesignNotes•Costofsettingupandadministeringthecontracthastobelessthanheadlinesavingfromusingexternalcontractor•Keydeterminantoffeasibilityisabilitytodefineclearlyinadvancewhatoutcomesarerequired•AsWilliamsonpredicted,easiestoutsourcingcontractstodefinearealsothemostcompetitive•Easiesttodefineusuallyarethosewhicharetaskbasedratherthanskilloroutcomebased•Theutilityofoutsourcingprimarilycomesfromriskreduction/transfer•Thisbecomesverymuchhardertovalue/manageastheactivityoutsourcedbecomesmorecomplexSeptember2001ServiceLevelAgreementsandBalancedScorecardPage6©2GCLimited,2003.SLAsandtheBalancedScorecardMuchrelatingtoSLAsispoorlydefinedFrom“SLAsasacontributortoTQMgoals”RobertJ.Parish,LogisticsInformationManagement(10/6)1997HowtodevelopanSLAHowtosavelivesGotoschoolandstudyveryhardforyourexamsGotoUniversityandstudyMedicineDoverywellatMedicine,becomeaBrainSurgeonUseyourskillstohelpsavepeoples’livesAfter‘MontyPython’September2001ServiceLevelAgreementsandBalancedScorecardPage7©2GCLimited,2003.SLAsandtheBalancedScorecardSLAs:CommonDesignIssuesInternalContractsTheclassic‘outsourcing’agreement.Arewegettingwhatweexpected?(Whatareweexpecting?Howwillweknowifwearegettingit?)FormalPartnershiporTeamingAgreements.PerformanceContractsInformalInternalExternalWhatdowewanttoachieve?(Howdowethinkwewillachieveit?Howwillweknowifouractionsaretherightones?)September2001ServiceLevelAgreementsandBalancedScorecardPage8©2GCLimited,2003.StructureofpresentationConclusionsConclusionsTheBalancedScorecardTheBalancedScorecardOverlapsandCommonFeaturesOverlapsandCommonFeaturesServiceLevelAgreementsServiceLevelAgreementsSeptember2001ServiceLevelAgreementsandBalancedScorecardPage9©2GCLimited,2003.SLAsandtheBalancedScorecardTheClassic“Kaplan&Norton”BalancedScorecardObjectivesInitiativesTargetsMeasures“Tosucceedfinancially,howshouldweappeartoourshareholders?”FinancialObjectivesInitiativesTargetsMeasures“Toachieveourvision,howshouldweappeartoourcustomers?”CustomerObjectivesInitiativesTargetsMeasures“Toachieveourvision,howwillwesustainourabilitytochangeandimprove?”Learning&GrowthObjectivesInitiativesTargetsMeasures“Tosatisfyourshareholders&customers,whatbusinessprocessesmustweexcelat??”InternalBusinessProcessesVision&Strategy•“TheBalancedScorecardfillsthevoidthatexistsinmostmanagementsystems-thelackofasystematicprocesstoimplemen