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Balanced Scorecard
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Balanced Scorecard User Group :: View topic - List of Management Methods
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List of Management Methods

 
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Methodz
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PostPosted: Sun Oct 03, 2004 2:23 am    Post subject: List of Management Methods Reply with quote

The management 'methods' (broad term!) I have been exposed to thus far are: ITIL, Six Sigma and of course ISO 9000.

These all have their focus in different areas. I'm guessing from these that Sigma is the closes in terms of approach to Balanced Scorecard? Is this correct? Which other methods would contributors say are fairly close in terms of approach?
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PostPosted: Mon Oct 18, 2004 2:40 am    Post subject: Reply with quote

COBIT?
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Marcelo
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PostPosted: Mon Nov 15, 2004 2:32 am    Post subject: Management "methods" umbrella Reply with quote

Hi!
I see BSC more as a container or umbrella where to fit different strategic points like Porter's competitive strategies, ISO (client perspective), empowerment and Kaizen(learning and growth) or even Taylor's efficiency concerns and so on. These methods are not competitive but complementary. BSC should be seen in the line of Zenge's holistics or sistemics
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Henrik
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Joined: Nov 15, 2004
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Location: Norway

PostPosted: Tue Nov 16, 2004 2:55 am    Post subject: Management methods Reply with quote

Modern Balanced scorecard applications are increasingly focused on strategic performance management and as such I would agree with Marcelo, that it becomes an umbrella tool of sorts. Most operational tools like quality tools (Six Sigma, EFQM, ISO etc.), HR tools, logistical tools and so on, all rely on a strategic context to guide when and where they should be applied. They also rely on strategic management or strategic control tools to help prioritise the results or improvement opportunities they generate. When there is no effective strategic control process in an organisation you may observe how users of these various tools start to emulate strategic control processes. The problem with that, though, is that it happens with each tool in isolation and doesn't become part of a holistic process covering all aspects of the organisaiton. That tends to create new problems and failures rather than solve them. It also consumes management attention and resources.
Regards,

Henrik
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Henrik V. Andersen
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2GC Limited
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Methodz
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PostPosted: Tue Dec 14, 2004 3:04 am    Post subject: Reply with quote

Thanks Henrik. That's a good help.
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PostPosted: Sat Sep 10, 2005 10:23 pm    Post subject: Reply with quote

These tools are based on the modelisation of strategy and the organisation, but the model must be dynamic . Using pre-formatted tools could be the lost of adaptative and agile management with a bad implementation.

Scorecard applications are tools, and the important point it's to managed with and not by the tool.

Also, using consulting services and sharing experiences are a necessity.
long life to http://www.scorecardsupport.com :-)

Laurent Dubois
French sales manager
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