The Balanced Scorecard Collaborative certainly has a lot to say about the use and value of the balanced scorecard. One of the problems, however, is that the information can get rather detailed, and make for a rather poor quick reference. This particular site does a nice job of presenting a concise overview, and also offers links to an interesting perspectives section on each of the four major points.
The Service Economy
Archive for April, 2006
What is the Balanced Scorecard?
Wednesday, April 12th, 2006A Brief Background on Howard
Thursday, April 6th, 2006M3’s business model stems from the shift in marketing from an almost purely creative process to an increasingly metric-driven approach – an approach that Howard Olsen, President of M3 Planning, has based his company on. Why? Because it blends his combination of skills – accounting and marketing. An odd, but powerful, mix!
Building on his background in Finance and Accounting, Olsen has been studying and teaching metric-driven marketing techniques throughout his career. Using data to make more accurate marketing decisions is a concept he has presented in his nine years of university teaching and consulting. Olsen holds a PHD in Marketing with an international emphasis from Old Dominion University, an MBA with a concentration in accounting from the University of Montana and a BS in Finance from the University of Nevada, Reno. He says that his education and experience in both the “hard” and “soft” sides of marketing have shaped his views. According to Olsen, what marketers and business people must do today is begin with data and established business processes.
Currently a partner in M3 Planning, a locally based strategic consulting firm, Olsen has been teaching these same principles to businesses with dramatic results. M3 Planning has developed several solutions for strategic planning and measurement, and as Olsen explains they each were inspired by the need for business owners to “grasp a hold of their companies’ direction.”
Essentially, Olsen says that their clients’ success comes from meeting a need recognized by both businesses and marketers – the need to attach meaningful metrics to marketing tactics in order to plan, predict and measure the impact of their actions. “I sincerely hope that all marketers are in some way making this their focus,” says Olsen, “because I believe that it is not only the future of business, but the key to survival.” Olsen is available to speak on this topic at West Coast events.
Knowledge Companies and Their Strategies
Monday, April 3rd, 2006It is in the authors opinion that an organization must understand the overall strategy of a knowledge company. The strategy demonstrates some of the key points of a knowledge company. The analogy used was, “Suppose we throw off our old factory glasses and look in the other direction, what strategy do we see then I call it the “strategy of the knowledge company”, (Sveiby and Lloyd, 1987). The following are characteristics of strategies that an organization should try to emulate to be successful:
- Solves complex non-standard problems demanding creativity
- Has a small flat organization
- Has a high number of professional employees
- Few are non-skilled employees
- Grows organically and through alliances rather than by acquisition
- Forms private partnerships rather than goes public
- Treats its clients individually
- Builds company strength through skilled individuals
- Develops the organization through developing the know-how of the employees •
- Has managers who are formal as well as informal leaders
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