The article entitled: "A Down to Earth Approach to Implementing the Balanced Business Scorecard" is in the Customer relations management Articles section of Operations Management Papers area...

ARTICLE DESCRIPTION: ‘The authors have synthesised best practice from leading edge change management methodologies and designed an ‘organisational friendly process’ for driving culture change that is simple to understand. This tailored approach flows from the top of the organisation and swiftly results in a process of breakthrough and relentless improvement, geared specifically to the customer and business results. Their approach moves swiftly with the top team creating a tangible vision, to defining the culture, values and behaviour, and key performance indicators that will drive and cause the desired business results. It is unveiled in a totally integrated Balanced Scorecard approach.

MORE INFO: A Down to Earth Approach to Implementing the Balanced Business Scorecard ‘The authors have synthesised best practice from leading edge change management methodologies and designed an ‘organisational friendly process’ for driving culture change that is simple to understand. This tailored approach flows from the top of the organisation and swiftly results in a process of breakthrough and relentless improvement, geared specifically to the customer and business results. Their approach moves swiftly with the top team creating a tangible vision, to defining the culture, values and behaviour, and key performance indicators that will drive and cause the desired business results. It is unveiled in a totally integrated Balanced Scorecard approach. More importantly it is simple to understand. Their processes work because they focus upon changing the fabric of the business to deliver results. This is reflected in creating customer-focused processes, through cultural and behavioural change. These changes deliver increased customer satisfaction and employee motivation, enhanced competitive advantage, financial success and increased shareholder value.

PUBLISHER: Institute of Operations Management

Page number: 13 Word count: 4250

Vol 31 - No 06 - September 2005

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Business Performance Improvement