用平衡记分卡构建绩效考评系统

BuildingPerformanceMeasurementSystemswiththeBalancedScorecardApproachNo.45April1,2002ToruMORISAWACopyright2002byNomuraResearchInstitute,Ltd.1IUsingtheBalancedScorecardtoEffectivelyAchieveValue-BasedManagement1WhatistheBalancedScorecard(BSC)?2TheEssenceoftheBSC3PenetrationStateforBSCinJapaneseCompaniesIIRecentBSCEvolution1TransitionfromtheFirsttotheThirdGeneration2WhatisaStrategyMap?IIIChangingthePerformanceMeasurementSystems:TheKansaiElectricPowerExample1ProfileoftheCompanyanditsOrganization2BackgroundtotheImplementationofthePerformanceLinkedContract3EvaluationbyOutsideConsultants4BuildingaStrategyMap5ResultsofReformandFutureIssuesIVRequirementsforSuccessfullyReformingPerformanceMeasurementSystemsUsingtheBSC1SelectingaSolutionbyUnderstandingtheTotalPictureofManagementIssues2CommitmentbyManagementtoRealizeReform3ACross-functionTeamConsistingofPlanningandPersonnelFunctions4ExpectationsforFutureReformatKansaiElectricPowerNRIPapersNo.45April1,2002BuildingPerformanceMeasurementSystemswiththeBalancedScorecardApproachToruMORISAWATheBalancedScorecard(BSC)methodologyhascomeinforincreasedattentionandgrow-ingpopularityamongJapanesecompanies.Indeed,thefactthatithasbeenappliedtoreformsundertakenbyalargenumberofcompaniesduringthepastseveralyearshascon-tributedtotherapiddevelopmentoftheBSCconceptitself.Forexample,KansaiElectricPowerCo.,Inc.hasbeenimplementingaPDCA(Plan,Do,CheckandAction)managementcycletoincreasethevalueofthecompanythroughasystemofwhatiscalleda“PerformanceLinkedContract”betweendivisionmanagersandseniorofficialscoveringadiversesetofperformanceobjectives.Concurrently,thecompanyisalsopromotingreformbychangingitsorganizationalclimatethroughthejointeffortsofdivisionmanagersandtopexecutives.ThisexamplebyKansaiElectricPowerisbringingbroaderattentiontothekindofreformthattakesintoaccountthethirdgenerationofBSCthinking,andwhichisadvocatedbytheauthorandothersinthisfield.AccordingtotheresultsofBSCconsultationsbyNRI(NomuraResearchInstitute,Ltd.),therequirementsforsuccessfulreformcanbesummarizedinthefollowingthreepoints:(1)adoptingaproblem-solvingapproachthatdoesnotrelyon“tools”;(2)ensuringacommitmentbymanagement;and(3)creatingacross-functionalteamthatincorporatessuchfunctionsascorporateplanningandpersonneladministration.Copyright2002byNomuraResearchInstitute,Ltd.2IUsingtheBalancedScorecardtoEffectivelyAchieveValue-BasedManagement1WhatistheBalancedScorecard(BSC)?Manyscholarsandobserversofthecorporatescenehavelongadvocatedvalue-basedmanagement.Thisreferstomanagingabusinesstoincreasecorporatevaluebyconsideringfinancialindicatorsthatreflectthecostofcapitalfortheentirecompany—suchasROE(returnonequity)andEVA(economicvalueadded)—inadditiontothemoretraditionalindicatorssuchasfinancialandaccountingprofits.Buttherearetwomajorbarriersthatneedtobeovercomebeforeman-agementwiththeultimateobjectiveofincreasingcorporatevaluecanpermeatethesmallestunitsofanorganizationandaffectthedailyactivitiesofitsemployees.Thefirstobstacleisthelackofsoundfoundationsandthelimitsofcontrolifmanagementisbasedonfinancialindicatorsonly.Thisisbecausecurrentfinancialperformanceareessentiallynomorethantheoutcomesofanumberofbusinessactivitiescarriedoutinthepast.Hencepursuingresultsaloneisnothingbutreactivemanagement.Theapproachinwhichcontrolisattemptedthroughananalysisofthenumericalelementsinfinancialperformanceindicators(e.g.,ROEisdefinedastheproductoftheratioofprofittosales,theassetturnoverratioandfinancialleverage,andeachisanalyzedaccordingtoitsconstituentelements)bythetools(suchastheROEandEVA“trees”)oftenusedinpromotingvalue-basedmanagementislikewisetotallyinsufficient.Astheelementsincludedinthesetreesarestillindicesofshort-termresults,theyrepresentonlysluggishfinancialmanagementeveniftheyarerealized.Essentially,thosewhohavetherealresponsibilityandauthorityforfinancialperformancesuchasROEandEVAarelimitedtoonlyahandfulofexecutivesatthehighestleveloftheorganization.Mostsupervisorsandgeneralemployeesareresponsibleforonlyapartofafirm’sfinancialperformances(suchassales,costsorinventorylevels).Moreover,evaluatingtheperformanceofadministrativeandsupportdepartmentsforwhichitisdifficulttoquantifynumericalachievementscannotbemadeonthebasisoffinancialindicatorsalone.Thesecondbarrieristhatgeneralemployeeshaveonlyalimitedunderstandingofsuchconceptsasthecostofcapitalandcorporatevalue.Regardlessofwhat-everinstructionstheyreceiveto“improveEVA,”theycanrarelyunderstandhowthisrelatestotheirownNRIPapersNo.45April1,2002BuildingPerformanceMeasurementSystemswiththeBalancedScorecardApproachVisionandStrategyFigure1.BasicConceptoftheBalancedScorecard“Toachieveourvision,howwillwesustainourabilitytochangeandimprove?”LearningandGrowthObjectivesMeasuresTargetsInitiatives“Tosucceedfinancially,howshouldweappeartoourshareholders?”FinancialObjectivesMeasuresTargetsInitiatives“Tosatisfyourshareholdersandcustomers,whatbusinessprocessesmustweexcelat?”InternalBusinessProcessObjectivesMeasuresTargetsInitiatives“Toachieveourvision,howshouldweappeartoourcustomers?”CustomerObjectivesMeasuresTarget