Corporate Performance Management (2op)

Osaamistavoitteet

Objectives
The students are enabled…
• to perceive Performance Measurement Systems (PMS) and in particular the Balanced Scorecard (BSC) as neutral and universal management and controlling instruments
• to understand and appraise the heterogeneity of the topic and its application
• to systematically derive BSC perspective related strategies, objectives and measures from superordinate enterprise units
• to choose, develop and explain well-defined indicators and targets
• to discuss and solve trade-offs between constructed model and real-life business function
• to assess the goodnes-of-fit of their model in their particular business ecosystem

Sisältö

Contents
The main contents of the course are lectures and supervised workshops on:
• Building knowledge on PMS and the different generations of the BSC model
• The concepts of visions, strategies, objectives, goals, measures, indicators, and targets and their cybernetic models
• Seeing the business world from a BSC’s perspective but as well as from a departmental view
• Building a Strategy Map to back up and ensure the coherence of the specific views to the entire enterprise strategy
• Designing and choosing of indicators that explain enterprise performance in the given environment
• Considering various attributes and properties of indicators to ensure their comprehensiveness
• Adaption of strategies and alternative indicators for collective problem views
• Declaration of the goodness-of-fit for the chosen model and set of indicators
• Formulation of recommended actions for the enterprise according to the findings

Esitietovaatimukset

Pre-Reading Literature
What is a Performance Measurement System?
• Franco-Santos, M., Kennerley, M., Micheli, P., Martinez, V., Mason, S., Marr, B. (2007). Towards a definition of a business performance measurement system. International Journal of Operations & Production Management, 27(8), 784–801
• Nudurupati, S., Bititci, U., Kumar, V., & Chan, F. (2011). State of the art literature review on performance measurement. Computers & Industrial Engineering, 60(2), 279–290. doi:10.1016/j.cie.2010.11.010

What is a Balanced Scorecard?
• Kaplan, R., & Norton, D. (1992). The Balanced Scorecard - Measures That Drive Performance. Harvard Business Review, (January-February 1992), 71-79
• Kaplan, R., & Norton, D. (2008). Mastering the Management System. Harvard Business Review, (January 2008), 1–17

Arviointikriteeri, hyväksytty/hylätty

Passed: Approved, written reports pertaining to the workshops.