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    Kaplan and Norton, Kaplan, Norton, Balanced Scorecard

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    12 views14 pages

    Kaplan and Norton Balanced Scorecard Complete

    Uploaded by

    Amit Kumar
    Kaplan and Norton, Kaplan, Norton, Balanced Scorecard

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    Harvard Business Review Points ARTICIE Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan and David P. Norton Inca with this fal ext Harvard Business Review atc The Ia in Beef shecore dea “The dea in Practice puting the dea to work Alistofrelated materi with annotations to guide further ‘exploration ofthe article'sideas and apliations Product iia) "hy do base che brie cee entoacorexysiogtem tage ab ‘rhe een ey nab seg ‘to conseatan Abaared oer igen wat ancl mes ‘yoni ese comps reap whic + nsleaming and ome, hen pearance restr ee esate oe rac es the ‘easrt ny bread ppcne on ‘he conpar/shethand acres 5 e60 owe orng fener Ash ‘ated stunt pe rood nding campy sopeons redhat, Using the Balanced Scorecard as a Strategic Management System Theldeain Practice Teale scorcaleton fost eestobind stones robes "-Tanating te sion 8 ing an Ieee he scorecard ce arg [cstocometoagiearent onthe rns "hey muta epson thy Pena ‘Noon arated sey ao: vidg "se seen ogee tomers tthe seer fron ope tonal messes erhe fou aesc e sorcardmadeemeiter ree tarthey fstrendedio more dere et noth trgedeiomec tear 2.Conmunain ard nking hen Soca saisennsedup an coon he rnin char satay bcones {oo alee empene Ate hgh orca scat on ov ‘assur orang stage cbjee ‘dimes we vaste ces ‘eemesure sponte osc pec on Tyg these ges oa er {eras aa comgertion ste ys Shoes unsanahow h onn o ‘ysuegons te vat stay Busines panning Mort companies hae seprt ocr and rete ns for stg ning a tage ner the abbr mathe Td ef cesing eaten See compas Ore te irate reer ANTAT jth do nde cpr Sate ‘ier sreng on eerance reas fore ow scars pengectves cr tery the rte er Ie dsietouconesandthen set ie ones fer geng te oes mate teen 4 Feedback and amin. 2 g2 mcr setae ech ‘eve, bend read ee nt ‘can osetia en ‘soa ncomoanes testi ect on ieee ont theees about uscontact atone Feestack atone pets ad ances New sing abut ey tera proces ech Ileal asconres Atnsinarmaton can be esto tesco erbing saege ‘eee tobe rade canta Th st {ry ontin te mplertaton manages intron woeterne sty 3 weg. soa tnety e Building a scorecard cam help managers link today’s actions with tomorrow's goals. Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan and David P. Norton 4s companies around the wold wansorm nsw ate management spc Ud this themsces for competion tht basa on way, the sora adlescs = serous eth infomation thee aby expo mangle deny in trata management. ems ‘setshasbecome far more decisive than thet thei aly tink a compery’s htc sly oinvestin and manage psc sets. satay wh shor aon. Several years ago, in recgniton of ths Most conn pcratonl and mane ange itroducedaconceptwecalledthe ment cnt sens te bul rund fh. foamed wore. The tolhcedScoreard al metuesand ares which foe tl te supplement tratinal financial measures ton tothe cmparys pcre ang witerteriathit cased pertormance from ker eatecabtve Ths he co tive addons pengesives—owe of Cue as mos compan place on sr en ‘omen, ner bine process and lear. anal messes eaves a ep teen the Ing an gmt. Sce the cha “ranting development oa satya ple ison and Sttegy: For Perspectives") tation Uerefre enabled compas to wack Fay Manges wing the laced soca do ial rests le smutancos'y monitoring not hie trey on sheer Fran mc, rags in balling the capabities ant ac ser the sole cs ft cary’ suing the nang ass they would need prfomance The sean Forfa goweh The scneand wasnt a> Gace Faden manage ese ta Placement forfiancal meses; iewas thee Separately and it Cambiato, core omplemert ‘inking longterm strates jets Rocely, me have sen some company shatter etans Se the Ths Me roe boondoureaty vison forthe scoweard Siege Four Process) ‘0 dcr i aes the comersone The nt os Qn he va eer Kaptan ts Les Can Peter of cig thea Benes odin sn sae Dv Heron > tre ound od peer fete Uren mss They ee itor The abcd Sore estes Tat De Pema (OF ana Ta ‘nae ie Bled Sec "90, Kan ard Mn a Sat be pubes in Spat 13 ty Hane he Se Using the Balanced Scorecard a Straten Ma ps manages bl» coensis rue the ‘xpnization's sn and araey. Dep the es oteronsof thee a thet ty sate ‘mers about Becoming “tes i clas” "he ‘umber on spp er an “empower {zation dont wane easy io oper ‘Sonal ems ha provide tefl ues to a ina the local eve Fr peopl acon he ord in vison and srateay sateen, thre Sooner cae or Sao femahes ofa ‘pls. The crear pies managers 3 way of ering tht al eves af he nant raga each with town camps uy fal constants, and each camping fo or excite tine, energy, and resources Manager find it tet ort hed ene intities to achive thir seg pala station that kato equ dsp. Baintmens with the pregame rit Bt ‘nen manages se the ambos ol for Talend seorcan measures athe fo allecating reources an seting rin they ‘an undertake and corn nl thw ne athe tbat move hem toward the ong state obecten "he fourth pce nes companies tb cs cal strate ein Exsing feck and review process oc on wheter the com pany, Is depres, os inva em Diojes have met tr Baed fanca ‘la With he tlaced ore at the ce ‘er of ts management yams a compa a monitor short tenm reals fom the tee ational pepectivescstomers internal ‘asin proces, and ean and roth andevalste sate inthe ht of ee poe fomance. The seorecad tha enables compe: is to mexy sates to eet takin teaming None ofthe more thn 10 ogniations {hat we have std or with wich we have worked implemented ther int blancs! corsa with te intention of developing + nw managenent sys. Bat cpu nnd go ne Bae es pun caal aes, ste ak tes and eedback and aming. Pret ‘ty hme process wee uncon nt fen decd at sbr tr cperaonal goals. By buaking the soar, the senior ence vs sed a proces of change tat hs gone el bond he ral en of ima bs compat speformance meses EAE Oo NESS es allt Nana nsunce—deveoped fs fst alan creat create new ison fr cf oan underwring pec Bt nce Naso sed t we ete crea ot lowed the CEO and he scer managemest team nt only inoeaicesnew sey ft {he oration bi aboot co anys management pe. The CED sa ‘ety od emplojes ina leter aed to the whole oanznton that Nason woudl tenet te the elnced near and he poony tat epee fo manage Uetuinen National tut new steal manage ment ontem tepnyep ove 50 th eh ep epreening an remem provement. (ee the cat “How One Com ay Bult a Sate Manageme Sem) ‘The feat ence of actors este te compar to ens each oe fur ne ‘management cess oO te tees Be fore the sem aban nd ae ah o> lubed pr of Nanas oral! manage ‘nent tem Thy the CO was ale to reno cary oth everyone cold ‘rw on ahcring longterm ste ob teesometing that mo purl franca Framewor coud Translating the Vision “The CEO ofa engineering construction com ny ater working ith is enor manage ‘ment team for eral months to develop a mission statement got 2 phone cll fom a Project manager inthe fl" want you no” the draught manager si “ha | aleve nthe mision satement. want tact Inacordance wi the msn statement. hore wth my csr, What a suppesed "The mison stmt ie the of many ‘other organizations ba dele an eon {0 "ue highaualty empioyes to prove ‘es that surpass comets eels” BU the Projet manager te Bel with is employ ‘tala thene wer nto the appro 3 ‘on The pone alcove the CED that 2 Tange gap exited beeen the ison sat rent and employee knw oho thie Aayenday actions could cotrbute reli Inge companys vison. Mewo man (nt el name) the es of 2 merger of two competi, encountered Siar gap we bldg Blanes soe Sank The senior exc proup tha Strateole Management ysten) rad reached arent onthe ew ani: ‘Sons ove erate: "to pew sapere ‘ie to arcs tomers” esas fal f Yealed five Basic market segments among sting an poten castes cach Wi ‘free oud Wee formating the mes ‘sures forthe esomer perspec pation of "he lance sor, weve, be ype that albogh the 25 sein exe tes aged on he word the srt each fone hata ferent defiaon of sper ser Wee and deren image ote ated “The eeriSe of developing operational reais forthe four perptivs 09 the Tank’ scorecard forced the 25 eeu lary the meaning ofthe aeteystatener. Unity they oped to simul revente ro trough new procs an sevices an ‘ho aged on the ce mast dstabe cl tomer segments. They deebped sce ‘mesures fo the specie ped ad sees {hat shoul be detvered to eater inthe Translating Vision and Strategy: Four Perspectives aA ms RV ORY RAY 96 targted spent a well as fr the elaton- ship the bak shold bul with toner in fac sepnent. The scorecard a ight {2p in employees sls ad in norton Stems thatthe bank woul ve lef rerto deiner the wed ae propostions tothe treed cusomers Ths creating ba nce crea forced the an er > oss (0 ave at a consensus and then ‘camiate their von Into tems ata ‘meaning wo the people wo would ele the vison. ‘Communicating and Linking ‘The tp ten people in he Bsns ww entand the strategy beter than eve oe sto tad ase enecutve of mara ‘company complane, "hat we an put hs ina bole so at everyone could share ‘ite balanced searecard ec. ‘One company we ave woke wh deiber: sxaly ited ee kyer of management the ren of lined orcad Tes or execute group formulated he ane Inecutomercbjetves ten malin te ‘let ad information in the nest 0 eves Managing Strategy: Four Processes eee bettas Fomiag bere fe ee Ese Bam Using the Balanced Scorecard a a Strategie Management Sytem ‘wit monty reais. Otis use grouper St eletronie bullets board ate the ‘Eorecad tothe destops fall employees and toencourag dalgue bout measies The same media allow employes to ake Suge ‘ns or achiev or xen the ret "Te hanced serca she embaiment of busines unt srt, shuld So becom Imunkated upward in the raniatont0 ‘The personal scorecard helps to communicate corporate and unit objectives to the people and teams performing the work. corporate headquarters ato the corporat rund o decors. With the sor, bs ‘es untscan quant nd commoniet thle [engtcem atest senor erecites sng 2 compreerive set of nk finan ad onfiancal messes Sich communion informs the executes and the ba a pe ic trms that longterm seated Tor compete sce are in pace The mes: sures abo provide the bss for fest ad {ccountaby. Meeting shor tenn financial {ares shu! no one stacy pt formance when ater messes inte tit the lmrterm rategy nether nt warn oF beng implemented wel Should the baled scar be come ‘xed bon the Boreas sa Token? We bese tht ax senor esti: ain condense ne by of the end esis to monitor sratepe perfomance ahd pret iu Rael prance, ey vl fa ways to inform outs ves abet the meaties witbout diag compe ‘ey rst vomatn, ‘Stand, surance ana fiancl serviess company basa in Sweden, fe # supe: nent. ann ep ald "Te ass Neviatoe*—"an inane to Bp nv ‘not he ire acl thera state r ‘eval and developnen” The spplement de Seniesa satay an the ate measures the cmpany es 0 communicate ndevaate the sates ao provide 3 1e- prt on the company perfomance alg {hose messes dorng he ear The meses accustomed or each operating isn ‘lad, for example, marke sare, casemer ‘station and rete, emaoyee compe tence, employe empoweten, ab een ‘eyeepoyment ‘Communatng the balanced scorecard promot cmmtment ant acount to the tastes gee ate. Aone eee tie at Metro Bank dela “The bance ‘coearisbeth motating a obtiting” Setting Goals Mere arenes copra however, nt enh cage ma People tehavorSomhow the onisatos cS fe and mets otal The earration pupa agocompany leveled a technique emai ander Inada ost gab for theme tat te comsitent th the onan ree 3 ‘Pull flap pons sear ha oa sa ht pha SP con “the ene Soc) he ‘Zocalo te oo nin ‘het dont opt sty me farsa taets The xo ves nen or ag create tape i tae oF ‘ches nt Forth hid le ec pony ls ni ane to Ie i ft mbes wel erin ith th bs on coer ‘bjt vl eh its thy fae w ahve the ci yas them odin wt fhe pearance mee Sues forthe ben a tne oe {Ech eae The pes read fo Connected Bs nob Jeshestothe one andes pert ‘sent oi he sees Jo meaning as al tr ew ‘Shoe ali ists hsp at inormaon Gi athaninhcr pace Unking Rar to Perms sures shatcorpenston tna bene {olan scrcad mesures Se som ans tbe that Ying ancl compen ‘acon to pefrmanie hs perl ee, ave moved guy to ab sich ink {For empl an company a we 2 loner Perit asec {te sole or computing seco ‘Rhian Te company ts Re Sa {Ser bonis othr achive fant tous tarts a wig srr {ancl indore on captl pro ah ow a opering a es {te remalig sfonde of inet ‘Staton, ater sitacton eps ‘cto, an enenmesal por (cha perso hangin the el of sion to nate and i). mers CEO Sav that king compensation to scare {Sr has led alg te company with Seat." ro on competion he sy “ato has this eae alent po. cing renters estan ad el sch ink acts itnonciclen canes Foran, aes the compny hve the rt es theca? Does ve ad ad hae dia forthe seed mess? Cad in telecomms aren the way the fost for hemes re nced Scorecard a Stratene Managemen Sytem micro wees tt compns—teptn o a ver ts = @ ‘ria Steps 5 ose oppor to ob thera, conpuns aonaly tar Seve mag perma ah a te utp ceva a amperatn for ene now ee ange as tml bj ast megs to ech eee aks eae cates ost cere {huakalting iene cempcrton ye ovals bebe ano ed hse > ‘er fo wch each weg ete as ete evan prs ha Siow is pace pei stan Cep oe ne pgs one cent conpensaon be pl the bat scarps, mates, os unt oeraees on 4 few objectives One company me hve ed ek i tre itis ahr on aes: Abt op termetiae pion bss onss rBs Bxchvatibetn Sanh mma te Mae nto ly eid ive or» cat te te (Teh aeons ce ‘Sem DOVGME WoT aene | ve-comme wurst tee Gapenaconifperomanceinagvenpered jar peo! and # bette smc of ‘ett of ny tell Tis egret the peomans on tars dow oon Sailnet popetoactizwesmoretat the cane, embossed anced pevermane 260 sha and ng leamingantzowth pepe of a emanenes sree coe Some oraniatins however, hae se Tht the nlancd sca ha le 0 uel theta on trier, fermuls pay nthe Stein itive cx. ‘sedinene Sytem as are efit’ pemation tae Pc wt tt Ingtbe tnlanced rea They ewe dicow. roe shu be wl om cer ae ered tat datgue among iecuis nd compaieseteranc wi ing ee Imaugen about the sorcar—both efor. Scorecand ese tao othe asa bes e How One Company Built a Strategic Management System... 2A conde 2B Op amas tnt $ fa eV: Tenet Seowcaargie tenvefteaent igenainennenen G0 copgamridre ‘anti wal Rectupttt opie covinoannt Seniesnaninan so Cidmawedinetty Secs Snaegysnsts Shyiilinie omg abcd Somme ‘Spero ny he Sait ioe Stoo motes Sr she oa Tie Frome fn mt a e133 Sa ae ie 1 Cots eV ts 3A nin Noone 4 te at meen nnd Ramen cpons’ fe ee Seale sec doigeg Selec eee 'SeCinnta A breed org in tine Segal nmsepsi Soetopepeetaen itlelteen nt ‘ilove pn ene Stomatowhenag, TR ‘tomy frente es Caeti one cents cree he Seek Copaoncinye tan Som tprlaicars agers helena” fremesnta iceatece egy teed dod ronbae nae mpm heroes tr e Business Planning tee the uber mathe hy Tat ane reser eeche ss hs emmys Ibngrnelaning proces He mig have Sith sme may ober compos base {her ancy et manage peal ‘olnkchag: pasar cation ‘olongtem arse ion ‘Te poem that mo ornizaton ave sepute reeds an iat is forsrtege pling ad for ree alls ‘onand ging Yo frie te ste Dlg wr exo poet eyo See Resear mathe morte yn aN devon ‘nang oreemslcmstans: Te oon ths exer a sooeR plan ane ere thecompan expec or oes 93) {bbe ne, he an ten yur Tey, Sich plan ten ton ecu bookies forthenet anes ‘Meme vest remrceataton nd baci pros By the ia tat 5 tana Teh er rs annvesmera for ne ical et Se bade produces oss no eely 7 Ups ng tong Por Tae en ee Soentlted ook (Seidel nda Toler yr fe year a tecanes he ara Cet moat 317 of Sac umber that general bea ie ‘eto o the taste strate pn, "Wich acumen: corporate ages ass tht monly and oan eins frag the follwing ea? Usual only the ‘ost, case the pve ees fcasona compara of a a Peel sls for ‘ery ln tem When the tate pn nest ‘cused? otal during the nest anal Ste meng wien the senor manages daw ‘pane eto ee fv a ten year pa "ibe wen) were of eae 2 boned scoff ves compan to iat thie Sacer per te sues coca ies set mes Ss of progres fom al eur sven per Spe and states eah them The ‘hey determine whch actos wl ether owt tars sth sues ey ‘nl appt te es fam the Our pe [peste and eel th abort ‘Sons tht il mack th progres lg he Sete pts they hie cect Bung 3 ‘oes us nas compar tok ‘call asst © ConA Song i Ha at 262d yor henley he ter ‘iid ae cope soe es lt Te ceca en ‘Rompe toh oan eased ae open on anch ines pe ‘STpoing ogy on rsa (roma 8 26) (64. Commicon the flocedSwrcnd 8. Come Moly and Cary Rs: 10 ik Empres ShetaneCongaye Arhesssfonyes, Arcee prin sie bm i Petree he ned Ch emoapince emareccmiate evucate sary ew pce ‘Sond Meoioga oe ile onpeyench concord ipa by qatar at ce Stet nde Totnamd tere specs ‘or henry agen pes ‘Sica eens inant 2a Tront3 pone (8 eh i Prom hee Tha op ee ge smectic ns Soca from 3a. ‘Steuart Soto one 3520) Using the lance Scorecard a6 Statgle Management Syste Fe example, ne cvsion of he Se Come pany ok el name) commited ache ing oeminglySpose gal arculed by the CEOs to double evens ne us The forecast to the rps erg ‘ate plan fl $1 Bion sor of i be {he The dvison’s managers, ter conser ‘eri sear, aged to spc nes {ve cere peommance ders the mane ‘fnew sores open he number of nec emer arc tw ae xing eS, the peerage of hopper each tre a ‘ered maul ures he porta oe [ang eusomers ane and average leper By fping 0 define the key er of se ue roth and by commiting a fo ‘ach of they the des manages ear Sy gv conto withthe CEOS anos oat "Te proces of bli a bleed so cantcriping the stage abjacoves and ‘hen Keying the fw eral hea caeaus 2 ramewor fo managing an ric ‘ons varus change programs: These ir thes—reegceig employer empower, ‘pease management and tal quay a gener nang chen promie Yoder Sim Bu abo compte wih be anther fo ~»Around the Balanced Scorecard ® © ® Goo | aalig so scare sources nang the caret source ‘fale solr manage tine and atenoon Shorty afer Be merger that creed Mero Bank forex, launched moe than Zorn nes Te ites were ‘Ended wn pode ame competive se sa ef nstuton, bar they were nae inept it the veal gy Aer bul ing the tle sear, Metro Ban's mange droped macy of tase prograns— ‘Rich ara marketing eo: recede ‘Sey very hig ne wort—and ose ‘ters no ites ht were Beer lr ‘eh he compar strategie obeties Fore {mpl the managers place progam aimed a enancing exsinglowleve! sling sis ‘eth morn aimed a eung ke enor tbecone rsd ancl aes abl of seling a bod range of ely INU ‘Be ric to the de etal te sepmen. The bank made both changes te (ae he orear nated et ain a beter Undertnding of the pogams Feud ‘thle is srg obec. (Once the strategy defined an the dies sc ee he rec neces ana (Sr crcents on unprvingo erence (Tethe premees re ces toe ane Sons step meson That howe the storecard mest cis and alps ation vane. The al ep in king sate to acon ‘pssst aa ore sates fo oe veer ease ‘tstone are ange exresion of manag eves aout en andtowoat gee thet ‘rent rg wale hse measures In easing mites, manage fee punting the raion tng pes export ate swe rei gas De {aie franca pang remains import, ur nancial pas taken by theses ene the ewe adher baled seca Pepe ties an iated planning and basting ras, executes cine 1 bul fo Shorter rac perma, bat ey ad ince shortage for meas inthe custome, erates proces ad ae Ingandrowth perpecties With thee le Snes esabised, manages can continually ‘estas tethering te Stead ‘nests impenertaon Ae the end of he Bases planning ree ranger sal have et tres he ng e tects wat Beta na Sra posh ey sl oe ‘Ser sep a eu! an Sees even econ le ts any saw aed ‘Seer aoe a oa ro SSunone terse Feedback and tearing ‘Sn aun ses” Do an rome onan ean meres fi cacy the cay tare mona sh ge see maa crite aby ay poe Stout ot be rey he ‘Sma mh orig a 7 “he it de agent per wang te venom ttre nt ies iho tiene yy a ee Con monermeesbe mn opty fom a apa sngeaeptsning Ccavargelap dete ht oe cme ct ny ep ce e te pune anys 2 The Personal Scorecard ema Thissine oop proces doesnot (que o even facitate examination of eer he sae o the ensges wed imple Inet gt of caren conons. ‘Mas compan today operate in 2 lentemiment wth comple sates that, ‘huh valid when thy were launched, may le ter vallty as. basins ondtions hangs In this nd of environmen, where ren teas ar oportntis ase costae, ‘ampanie mit etme capable fat Chis ‘gris alse bp earine_—earing that proces eran Pooley sump ‘nS sa SBOE SATS te ‘rip, (Se “Teaching Smart Pepe How vo ear” HBR Nay-june 191) Sua reviews ad other ancy bed ‘manager tok can ngage sei ee ‘tines in double kop leamingis, bere "he tn es perfomance rm on one rete and second because dn ‘whe sateickeaming States ering on- ss of ateringeedbock, sing the byt es an which satay was bse ard making ‘he anced scorecard spp hee ee ments that ae esa HEE aang tha comarca Ape yn poten od rs by 2 ie re cde ornare ot Fedutan cot gerbors Using the alanced Scorecard 4 States Management Stem be aves sare eng ce a aa eae aera TE Ingo achiev. The erect comamancates 2 isc model da inks nda fort anal buses in obeties Gp eee oi SIEGE feta ten eS ay Girt vowed at of hyped tat ‘atseandefec retrain Aura red ‘ek tem shuld be abet te, al, aaa emer amin ‘uss uns egy BY edi so ‘erm pais, or mien, win the business How One Company Linked Measures from the Four Perspectives ARVRD xs ev GARB planning proces, executes are fring the reltonship between chan in per mance dries and the seed hn “near more Specie gat Forensic es at Met Hank eid the sou of time it would ake or improves nt ng and in the arab of infra sy tems before employees cul sell mie ‘uncial prods eeely wo eating ant ew citer They ak estimated Dow seat {heeft otha sling capably would be ‘Another organization stem ovate Is hypothesized cause and lations In the balanced scorecard by messing the Suen of the lnkages among mean in the ieen perspectives (Sethe at “Ho ‘One Company Linke Measure rm th out Perpecines”) The company fond senifeant cocltons fetween employee? maa 9 ‘mews in the letmingand growth perme he and tomer satfcton, an orn customer perspective mens Citomer ati action nar, was cored with ase pa ment files arly that 4 Susana redaction in acum reste and hence a higher rem on capil em lye The company ai fend coreaons epen employees’ mare andthe mune ‘of sugestons made-ty employes (oro leaminand growth meses) ell as be tween an increased number of sagt at Jower rework (an intemal asiespces mesure) vdence of sich strong conees aly to contin the organist uses sae. bowever te expeced cores ‘ue et end overtime, shoal be aes tion to executives tht the theory ung ‘Be nits strategy may ot be woking ay adapta Fenelon, acm: Ing suicet diato dument ica cor. ‘aos and caution among tne re ‘and messes can take along tiem Years Over the sr term, mage aes ee of stg impact maybe fet on subject and qualtatie jagments rer aly, however, 2 more een aaa, ‘omnztions maybe able to prove meee ‘tv oud te omer Tlaonships but jist peg manages 8 ‘hk semana abo the sump eying thc sates an greene ot ‘he cutee pacto of making deco ed on sorter operational es eg Management Systm @ te gre aa ey comets pole clan, co eritbeamifwageemee Ie Snlicwonteccielmarena ee Stoakiamaasieircamveaur Smo oe ema Sime kmcctcmer nahin menace ects to amie the mot nse fee's GN Ug T-the Rawlae sy Shan els Das ven pp jal on eae Se Ison on eprint y fal me Se CORRS SE oe couche nee oat he eared ie seoeca with is spcicaton thecal => clan ute ete, lasohipstetween perfomance ers and | conmanate strategy Troughout the ‘jective allows corporate and bes ut company, ‘cites toe hp review sess» unit ed inva pss wth the {o evahite the vay ofthe uns saegy ste, andthe amity otsexcton. the use = Ink tate obits wo ongtem ts bjs and manages have dled on the gear anual uo \ pecomance dies (ering of enioyes, + enya alien static ntates and) xsl of tran gates and new cat geno perma oe to, ancl rots and series fr inane) eam abut and improve sag. ‘then the fare fo ache the eget og The bleed cree eas company coms (her sso peed atone rare Neen Sampo senate hon) washing be he ni onpeatonan pet one Srey my ot be ak Te caping HSER Masoat eee Te ‘sss ane arin ‘Sear piel he 0 ane manages Managessultacsuchdienninger- wth come anework aun eh fy ene say and renter thir shred Gad sgn tah pe othe comer ‘onc ts mare cmon casera tem hr ease he @ ‘ale propstions, competitors behavior and causeandefc linkages Inert inthe sare Inmates The eit ofscharevew

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